Adapt or lose talent: A leader’s guide to navigating the next generation of compliance professionals

The great expectation shift (it’s not just you)

The dynamic between employer and employee has changed. A clear theme emerging amongst compliance professionals is that the next generation have "bare minimum expectations" for a healthy work culture that supports psychological safety, and having clear boundaries. It’s not that they don't want to work hard; it’s that they refuse to tolerate a toxic or unsustainable environment to do so.

This is a direct response to an unsustainable reality that many in the compliance industry are already facing. Our recent Compliance Paradox report found that the pressure on compliance teams is immense. 35% of leaders told us their workload is overwhelming, and nearly half (49%) said their work negatively impacts their mental health every week, with 42% working overtime at least weekly just to keep up.

It's no surprise, then, that a huge 78% of compliance leaders told us they would be likely to leave their role for one with better support, resources, and recognition. The next generation has seen this cycle of burnout and is simply refusing to accept it as the cost of a successful career.

Having grown up in a more transparent and digitally connected world, they’ve seen the impact of burnout on previous generations and have learnt from this, and as a result are proactively trying to build careers that protect their wellbeing.

How to attract the next generation of talent (what they're looking for)

Attracting the best young professionals goes beyond salary and traditional perks. They are evaluating your culture from the very first interview. Here are some tips that came from compliance leaders:

• Tip 1: Demonstrate a genuine commitment to wellbeing. 

  Superficial perks are not enough. While "Wellness Wednesdays" are a nice touch, this generation wants to see real, systemic support. Be prepared to talk specifically about your firm's approach to mental health, how you proactively manage workload (using strategies like anonymised data to track overwork and offer support), and your clear policy on flexible working.

• Tip 2: Offer more than just a job; offer a supportive environment. 

  Remote work is a tricky one. There has been a shift in the ways of working post covid and flexibility is more of an expectation for the next generation, however, there is a real risk of isolation and slower skill development. The solution is a balanced approach. Offer flexibility, but create compelling reasons for them to come to the office. This includes engaging social events, non-work clubs (like a running club or games club), and, crucially, appointing team leaders chosen for their strong people skills and not just performance metrics.

How to manage and retain the next generation of talent (what they need from you)

Once they’re in the door, retaining talent requires a shift away from traditional, hierarchical management styles. Here are some tips that came from compliance leaders:

• Tip 1: Provide psychological safety and an open door. 

  This generation is less tolerant of a fear-based culture. They need and expect "stable leaders who have an open door policy and actually listen". They want to know they can raise issues and contribute ideas without it negatively affecting their career.

• Tip 2: Don't underestimate their ambition. 

  It's crucial not to mistake a desire for work-life balance for a lack of ambition. The reality is that the next generation are a no nonsense generation. If a workplace is inefficient or its culture is poor, they won't just stick around and complain. They are more likely to move on or even "leave and take everything that they've learned... and start their own company and do it way better". They are inspired to find solutions to the pain points they see older generations tolerate. To retain them, you must listen to their ideas for improvement and show that your firm is willing to evolve.

What we can all learn from the next generation's mentality

The rise of this new workforce isn't a challenge to be managed; it's an opportunity to be embraced.

Their willingness to challenge the way things have always been done, their demand for a healthier work-life balance, and their intolerance for unhealthy cultures are not just preferences. They are powerful forces that can help us all build a more sustainable, innovative, and ultimately more successful profession for everyone.

Final key takeaways for leaders

Ultimately, this shift isn't a threat; it's an opportunity. The next generation’s expectations for well-being and psychological safety are simply highlighting what’s already broken. By listening, adapting, and building a more supportive culture, we’re not just retaining talent; we’re building a more sustainable and successful profession for everyone.