LEAD WITH EMOTIONAL INTELLIGENCE Technical expertise alone is no longer enough. Successful leaders must be emotionally intelligent mentors and communicators. Younger professionals thrive under leaders who are self-aware, transparent, and people focused. Key elements of emotional intelligence that foster retention and engagement include the following: 5Self-awareness: Understand your own emotional triggers, strengths, and communication tendencies. 5Adaptability: Recognize when the environment has changed and respond appropriately rather than rigidly. 5Empathy: Demonstrate genuine concern for others’ experiences. Respond with understanding, not judgment. 5Relational communication: Foster strong interpersonal skills by providing meaningful feedback, celebrating successes, and resolving conflict with integrity. In today’s hybrid and high-paced work environments, boundaries are equally important. The best leaders are those who respect time off, promote work-life integration, and demonstrate through actions that checking in on employees’ well-being is not optional, it is expected. ENHANCE THE EMPLOYEE EXPERIENCE Younger professionals are drawn to organizations that tell a clear and motivating story, one that reflects vision, values, and opportunity. To build an employee experience that retains and energizes, use the following tactics: 5Provide flexibility. Allow team members to have input in when and where they work, with clear hybrid policies that reduce ambiguity and build trust. 5Manage workload thoughtfully. Avoid burnout by smoothing peaks in the workload and distributing engaging, skillbuilding assignments throughout the year. 5Clarify growth paths. Implement role-specific competency frameworks so individuals know what is needed to advance and how success will be measured. Define both technical and leadership growth tracks. 5Invest in mentorship. Pair newer team members with experienced professionals to transfer institutional knowledge, strengthen your talent pipeline, and bridge generational perspectives. EMBED CAREER DEVELOPMENT INTO YOUR ORGANIZATION’S FRAMEWORK Younger professionals want to feel they are moving toward something meaningful. A clear and personalized development framework can be a deciding factor in whether someone stays or leaves. Start with a structured onboarding plan that outlines expectations for the first 30, 60, and 90 days. From there, design professional growth plans that align individual goals with organizational needs. These plans might include stretch assignments, cross-training, or projects to lead. Celebrate progress often. Milestone achievements, whether big or small, deserve recognition. Whether it is a team announcement, a handwritten note, or a meaningful one-on-one conversation, these moments affirm that growth matters. Leadership development should also be an intentional offering. Consider building internal leadership programs that prepare individuals for future roles, clearly explain what is needed to become a manager, partner, or director, and provide feedback loops along the way. Transparency around advancement is key to retaining high performers. MEASURE PROGRESS & IMPACT Building a future-ready workplace is an ongoing journey, not a checklist. To evaluate progress, organizations should implement performance indicators that reflect not only operational efficiency, but cultural health. Consider the following metrics: 5Retention rates among employees with zero to five years of tenure. 5Engagement and satisfaction surveys with actionable follow-ups. 5Promotion and development data segmented by level and role. 5Mentorship program participation and effectiveness ratings. 5Onboarding success indicators, such as time to confidence or autonomy. These data points tell a broader story about how well your culture is supporting talent and where gaps may exist. The goal is not to be perfect but to be intentional. When you treat your workplace culture as a strategic asset, you invest in something that compounds over time. FINAL THOUGHTS Attracting, engaging, and retaining younger professionals is not just a staffing strategy, it’s a leadership imperative. The next generation of CPAs are asking important questions about purpose, balance, and clarity around how they can make a meaningful impact. As leaders, decision-makers, and mentors, we are uniquely positioned to shape a future where people feel seen, supported, and motivated to stay. Let’s meet this moment with open minds and thoughtful action, not only to adapt to what is ahead, but also to help define it. Alexandria A. Romero, CPA, MPAcc, is the government and leadership training facilitator at Galasso Learning Solutions and can be reached at alex@galassolearningsolutions.com. Reprinted with permission from New Jersey CPA magazine. 35 nescpa.org
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