For years, headlines have warned of robots taking jobs, automation erasing careers, and artificial intelligence (AI) creating an uncertain future for younger generations. But if you ask Generation Z interns entering the workforce in 2025, the story looks very different.
According to a new survey of more than 1,100 KPMG interns across the U.S., Gen Z doesn’t see AI as a looming threat. Instead, they see it as a powerful tool they feel confident using to boost their performance. While half of respondents expect roughly 20% of their jobs to be automated once they start full-time roles, 92% believe they can adapt. What they want from their employers isn’t protection from technology—it’s mentorship, stability, and a healthier balance between work and life.
“Gen Z is making AI work for them,” said Derek Thomas, National Partner-in-Charge of University Talent Acquisition at KPMG U.S. “While other generations are still debating whether to use it, Gen Z is exploring new and creative ways to utilize AI for increased efficiency in their daily lives and enhance their performance at work.”
In an interview with Fortune, Thomas said he’s seen how, with the integration of AI into early-career workflows, “some of those mundane things that they were doing before can now be automated and the things that just didn’t take a lot of thought, more routine-type processes are now being done through technology.” New hires, often Gen Z, are getting to a point where they can go a deal with bigger and deeper issues, and using more critical thinking, than the previous expectation. They’re “diving into the analytical side, the more higher-risk, complicated side of things, earlier in their career than I probably would have when I was coming up.”
Digitally experimental, but cautious
The survey, conducted in July 2025, shows Gen Z’s comfort with AI stands out sharply compared to older peers in the workplace. 60% of interns described themselves as more experimental with AI tools than other generations, applying them not only to school and work projects, but also to personal tasks. Nearly nine in 10 already use generative AI at least once or twice per week.
Still, confidence doesn’t mean blind trust. When asked about risks, interns pointed first to over-reliance: the fear of losing creativity and critical thinking in the process. Misinformation and algorithmic bias followed closely as concerns. This blend of enthusiasm and caution sets the generation apart: They want to master new technology, but not surrender to it.
That tension extends to education as well. Just 8% said their universities strongly encouraged the use of AI tools, while more than half reported that schools permitted AI under structured guidelines. For Gen Z, the message is clear: AI is valuable, but boundaries and balance matter. KPMG’s Big 4 rival, EY, had similar conclusions in its own sweeping survey of Gen Z. They’re the “pragmatic generation,” Marcie Merriman and Zak Dychtwald wrote, approaching “life’s traditional milestones” with a sort of “reasoned skepticism” that comes from seeing lots of myths busted in their formative years.
Thomas said that’s an interesting view, and in his experience, he’s seen Gen Z wanting to see evidence before they commit to a certain approach. “For instance, coming into the office, showing them that benefit.” He said he’s seen an attitude among Gen Zers like, “Okay, you’re telling me it’s going to be good for me, but is it really?” The more that leaders can show them what the benefits will be, the more confidence they’ll have they’re not just doing something for the sake of doing it. This is certainly a big change for Gen Xers and older millennials, who were expected to show up at the office every day from 8:30 or 9:00 a.m. onward, no excuses.
A 9-to-5 rebellion
Perhaps the most striking difference between Gen Z and previous cohorts isn’t their relationship with technology—it’s their vision for the workplace itself. Traditional 9-to-5 schedules, a cornerstone of corporate life for decades, are not part of their ideal future. Nearly half of the interns surveyed said eliminating rigid workday structures was their top desired change.
What they want more than anything? Balance. Work-life balance ranked as the top priority when considering full-time jobs, surpassing salary. Interns voiced anxiety about when, or if, it was acceptable to step away from their desks, revealing how workplace norms still dictate subtle pressures. Many also want employers to reduce mandatory video requirements during virtual meetings and to place more emphasis on well-being than previous generations experienced.
Thomas said in the survey Gen Z wants “great careers with real balance … Here’s the irony: the most digitally connected generation in history knows that real career magic happens face-to-face. They want mentors, not just managers — and they are learning by experiencing and observing in-person interactions.”
Thomas summed up the attitude he sees from Gen Z workers: “Can I have flexibility to get the work done, as long as I’m showing the results that you need to see?” He said there’s give-and-take to this, as flexibility doesn’t mean coming in at 5:00 am when nobody is in the office. Once that negotiation is worked out, he added, “It’s been surprisingly easier to get the younger folks into the office more often and wanting to be there more hands on than some of the folks who’ve been around for a little bit longer, so I’ve been pleasantly surprised to see they really do thirst for that in-person interaction.”
Wellness benefits are central to that equation. Financial wellness topped the list of desired support programs, followed by flexible wellness perks and family-oriented benefits. For a generation that came of age during economic volatility, financial health and long-term security weigh heavily.
Mentorship over machines
Another notable revelation from the survey: despite being digital natives, Gen Z shows a strong preference for in-person learning over anything tech-enabled. Interns said face-to-face mentoring, peer-to-peer knowledge sharing, and hands-on projects were the most effective ways to learn.
Ironically, short-form videos and AI-powered adaptive learning—formats designed to appeal to fast-paced learners—ranked among the least preferred.
The survey also underscores the importance of office culture in their development. Respondents found in-person interactions most helpful for navigating workplace norms, whether by observing managers in meetings or sharing informal conversations over lunch. These interactions not only built confidence but also forged personal connections: A majority reported making five or more genuine friendships with fellow interns this summer. Gallup has found support for this in recent polling, with Gen Z emerging as the generation least enamored of remote work.
Stability in an uncertain market
Though Gen Z is often stereotyped as restless or job-hopping, the survey tells another story. Nearly 60% said they expect to spend most of their careers at just one or two companies, climbing the ladder by building expertise rather than constantly switching employers. Another 35% anticipate staying in one field while changing roles over time, while 27% say they will prioritize purpose over traditional career paths.
Whatever the trajectory, stability looms large. These preferences reflect the economic pressures Gen Z has grown up with: global recessions, inflationary shocks, and waves of layoffs across industries. Security and growth opportunities outrank the allure of constant reinvention.
“Gen Z wants to go deep, not wide,” Thomas said. “They’re looking for employers who invest in their growth, offer purpose-driven work and provide the stability to build meaningful careers over time.”
Fighting labels and shaping culture
Cultural identity remains a key driver for this generation. When asked about building inclusive workplaces, respecting different perspectives ranked highest on the list, followed by accommodating diverse working styles. Their biggest challenge in digital workplace settings, though, was deciding how much personality to reveal online—a telling signal for a generation often scrutinized for oversharing on social media.
One of the clearest messages from the survey is that Gen Z wants to redefine the stereotypes attached to them. Nearly half of respondents said the perception of their generation as “lazy or unmotivated” was the label they most wanted to eliminate.
That stereotype is increasingly at odds with survey data and the behaviors employers are already observing. Gen Z is technologically savvy, proactive about wellness, intentional about careers, and focused on learning from real human interactions. They may not buy into the rigid structures of past decades, but they’re motivated by building purposeful, stable, and balanced lives.
Thomas shared that he had to overcome that kind of bias himself, before he recognized that what he thought was a reluctance to work hard was really Gen Zers being much more comfortable setting boundaries with him than he would have been at that age. “I didn’t grow up knowing that I could establish boundaries, that it was okay to sit there and try to figure out how to have that balance,” he said, offering praise for what he experiences as a “really innovative group of individuals.”
The Gen Z proposition
For employers, this research is more than a generational snapshot. Companies that treat AI purely as a cost-cutting replacement risk alienating a generation that sees it as an enhancement. Organizations that cling to rigid work schedules or underinvest in mentorship may miss the chance to retain some of the most adaptable talent entering the workforce.
Gen Z isn’t asking for less work. They’re asking for work that is smarter, more flexible, and more sustainable—work that allows them to grow as professionals without sacrificing their wellbeing.
“This generation wants careers that fuel their ambitions without burning them out,” Thomas concluded. “Gen Z brings their whole self to work and expects their employers to support every part of that equation. It’s about building a fulfilling life, not just a successful career.”
At the end of the day, Thomas told Fortune, work is still work and nothing succeeds like success. One thing he tells new hires is that the better they perform, the more they’ll get their longed-for flexibility. “We do express upon them the importance of being able to demonstrate that [they] can get the work done, and that [they] can be relied upon.” That sounds like something downright old-fashioned: a strong work ethic.
Politics8 years ago