Gen Z wants to have their AI cake and eat it, too: KPMG intern survey reveals a generation that wants to have things both ways

According to a new survey of more than 1100 KPMG trainees throughout the United States, Gen Z does not see Amnesty International as a threat to waving on the horizon. Instead, they see it as a powerful tool they are confident in using it to enhance their performance. While half of the respondents expect approximately 20 % of their jobs automatically once you start full -time roles, 92 % believe they are able to adapt. What they want from their employers is not protection from technology – it is guidance, stability and a healthy balance between work and life.

“While other generations are still discussing whether it should be used, Gen Z explores new and creative ways to use artificial intelligence to increase efficiency in her daily life,” said Derek Thomas, the national partner responsible for the acquisition of university talents in KPMG US

In an interview with luckThomas said that he saw how, while integrating artificial intelligence in the workflow early, “some of those worldly things they were doing before can now be a mechanism and things that have not taken much thinking, more routine operations are now performed through technology.” New employees, often Gen Z, reach a point where you can deal with larger and deeper problems, and use more critical thinking, than the previous expectation. They “dive into the analytical side, the most complex side, complicated of things, early in their career than I would have been going when I was coming.”

Digital, but careful

The poll, conducted in July 2025, shows that the comfort of Gen Z with artificial intelligence emerges sharply compared to the elderly peers at the workplace. 60 % of the trainees themselves describe themselves as more experimental with artificial intelligence tools more than other generations, applying them not only to school and work projects, but also to personal tasks. Nearly nine of every 10 are already using the artificial intelligence at least once or twice a week.

However, blind trust does not mean. When asked about the risks, the trainees first referred to excessive dependence: the fear of loss of creativity and critical thinking in this process. The wrong information and the algorithm is closely followed by fears. This combination of enthusiasm and caution distinguishes the generation: they want to master the new technology, but do not give in to it.

This tension extends to education as well. Only 8 % said that their universities strongly encouraged the use of artificial intelligence tools, while more than half stated that schools allowed Amnesty International under organized instructions. For General Z, the message is clear: artificial intelligence is valuable, but borders and balance is a matter. The KPMG Big 4 competitor, EY, had similar conclusions in its full survey of General Z. They were the “practical generation”, and Marcei Meriman and Zak Dichtwald wrote, approaching the “traditional features of life” with a kind of “logical skepticism” that comes from many of the legend that was roasted in the telegrams.

Thomas said that this is an interesting view, and in his experience, General Z saw that he wanted to see evidence before they adhere to a specific approach. “For example, coming to the office, and showing them this benefit.” He said he saw a position between General Zires, “Well, you tell me that it would be good for me, but is it really?” The more leaders can show what the benefits will be, the more confidence they will get, it does nothing to do so. This is definitely a major change for General Xers and Millennials the oldest, who was expected to appear in the office every day from 8:30 or 9:00 am at rising, without excuses.

Rebellion from 9 to 5

Perhaps the most surprising difference between Gen Z and previous regiments are not their relationship to technology – it is their vision of the workplace itself. Traditional tables from 9 to 5, cornerstone in corporate life for decades, not part of their perfect future. Nearly half of the trainees surveyed said that eliminating strict working day structures was the desired change.

What do they want more than anything? balance. The balance between work and life is classified as a maximum priority when looking at full -time jobs, and exceeding the salary. The trainees expressed concern about Matthew, or if, it was acceptable to stay away from their offices, and revealed how to dictate the standards at the workplace. Many also want employers to reduce mandatory video requirements during virtual meetings and put more focus on luxury than previous generations.

“Gen Zi Zen” said, “Great functions with a real balance … Here is the paradox: The most boundary generation in history knows that real functional magic occurs face to face. They want guides, not only managers-and they learn through the experience and monitoring of personal interactions.”

Thomas summarized the situation he sees from General Z: “Can I get flexibility to complete the work, as long as I show the results that you need to see?” He said that there is this, because flexibility does not mean entering at 5:00 am when no one is in the office. He added that once the negotiation was carried out, “It was surprisingly easier to introduce younger people in the office more than that and they want to be more than some of the people who were present for a little longer, so I was surprised by the pleasure of seeing that they are truly thirsty for this interaction between the two people.”

The benefits of wellness are essential to that equation. Financial wellness topped the list of required support programs, followed by the advantages of flexible wellness and the family’s benefits. For a generation, his age during economic fluctuations, financial health and long -term security weighs greatly.

Guidance on machines

Another noticeable disclosure of the poll: Although it is digital citizens, Gen Z shows a strong preference for personal learning over anything that is enabled for technology. The trainees said that the guidance is face to face, the participation of knowledge from the peers, and the practical projects were the most effective way to learn.

Ironically, videos are short in shape and adaptive learning that works for Amnesty International-designed to attract fast-paced learners-from the least preference.

The survey also emphasizes the importance of offices culture in its development. The respondents found that personal interactions are very useful for moving in the standards of the workplace, whether by monitoring managers in meetings or sharing unofficial talks during lunch. These interactions not only created confidence, but also forged personal links: the majority reported the creation of five or more real friendships with their trained colleagues this summer. Gallup found support for this in the last ballot, with the appearance of Gen Z as less than the expanded generation to work remotely.

Stability in an uncertain market

Although Gen Z is often photographed as calming or functional navigation, the survey tells another story. Nearly 60 % said they expect most of their careers to spend in only two companies or two companies, and climb the ladder by building experience instead of constantly replacing employers. 35 % of others expect to stay in one field with changing roles over time, while 27 % say they will give priority to the target on traditional functional tracks.

Whatever the path, stability is waving on the horizon. These preferences reflect the economic pressures in which Gen Z grew with: global recession, inflationary shocks, and workers illegal waves across industries. Security and growth opportunities outperform the attractiveness of continuous re -metment.

“Gen Z wants to deepen, not wide,” said Thomas. “They are looking for employers who are investing in their growth, and they provide a job dependent on purpose and provide stability to build meaningful jobs over time.”

Fight stickers and a culture of formation

The cultural identity is still a major driver of this generation. When asked about building comprehensive workplaces, respecting different views in the highest rank in the list, followed by the accommodation of various work methods. The biggest challenge in the digital workplace settings was to determine the amount of personality that must be revealed via the Internet – a statement of a generation often examined due to excessive social media.

One of the clearest messages from the poll is that the Gen Z wants to redefine its associated stereotypes. Nearly half of the respondents said that the perception of their generation as “lazy or not enthusiastic” was the sign that they wanted to eliminate.

This stereotype is increasingly increasing with scanning data and behaviors already monitored by employers. Gen Z is technologically smart, effective about wellness, intentional about professions, focusing on learning from real human interactions. They may not buy strict structures in the past decades, but they are driven by building a targeted, stable and balanced life.

Thomas participated that he had to overcome this type of bias himself, before he realized that what he believed was hesitant to work hard, General Zires was really more comfortable in setting boundaries with him than he was in that era. He said: “I did not know that I could create limits, and that it is good to sit there and try to know how to get this balance,” and he provides praise for what is testing “a really innovative group of individuals.”

General Z proposal

For employers, this research is more than just a snapshot of generations. Companies that deal with purely artificial intelligence as the risk of replacement to reduce costs are alienated a generation that considers it to be enhanced. Organizations that cling to strict work schedules or without investing in guidance may miss the opportunity to maintain some of the most adaptive talents that enter the workforce.

Gen Z does not ask for less. They ask for more intelligent, more flexible and more sustainable work – allowing them to grow as professionals without sacrificing their well -being.

Thomas concluded that “this generation wants jobs that nourish its aspirations without burning them.” “General Z brings themselves entirely to work and expects their employers to support every part of this equation. It is related to building a satisfactory life, not just a successful profession.”

At the end of the day, I told Thomas luckThe work is still working and nothing succeeds like success. One thing that tells him about new appointments is that the better their performance, the more hard they get. “We are expressing the importance of the ability to prove this [they] The work can be done, and that [they] It can be reliable.