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Students' interest in financial planning is overwhelmingly linked to human connection and the impact of the profession on people's lives. Ninety-six percent of respondents said helping people reach their life goals is a reason they are interested in a financial planning career, up from 72% in the prior year's survey.

When evaluating potential employers, mentorship opportunities and professional growth emerged as the highest-rated consideration, with 93% of respondents describing it as either "very important" or "essential."

Other leading priorities included a mission/purpose-driven culture, cited by 84%, competitive compensation and benefits, cited by 83%, a transparent career path, cited by 81%, and demonstrated firm inclusivity, cited by 71%.

The survey also found that students have significant leadership ambitions. Nearly 39% see themselves becoming a partner or owner of a small or midsized firm within the next five to 10 years, while approximately 17% expect to start their own firm.

"These students are not lacking ambition or commitment to the profession," said Hopkins. "They want to work, learn and contribute but they also want employers to show them how an entry-level opportunity can become a meaningful, long-term career."

Respondents encouraged firms to provide more meaningful early access to the advisor experience through internships, shadowing opportunities and real-world casework and exposure to experienced advisors. They also expressed frustration with employers putting too much focus on seeking experienced candidates and overlooking the potential of young professionals for roles that could provide a starting point for people entering the profession.

Students favor stability and transparency in compensation

The survey also explored what "competitive compensation" means to today's emerging professionals.

Base salary was the most frequently selected compensation component at over 80% with only 14% identifying equity compensation as a leading priority, suggesting students are initially placing greater value on predictable compensation and foundational benefits at the start of their careers rather than on longer-term upside incentives. Compensation is a top priority, but it is considered alongside career advancement, work-life balance, location and other elements of the employment experience.

For wealth management and financial planning firms, this creates an opportunity to be more explicit about starting compensation, performance expectations and the path through which the next generation can assume greater responsibility and participate in the firm's future growth.

AI makes the profession more attractive, but raises talent-pipeline concerns

Students generally view AI as a tool that can make financial planning more efficient and allow advisors to spend more time on client relationships.

However, optimism does not mean an absence of concern. They are cognizant of the downsides of overreliance and the potential to degrade client experience. Every respondent identified at least one potential risk associated with the long-term use of AI in wealth management.

Students were particularly concerned that firms could automate the foundational work traditionally performed by junior employees, eliminating the roles through which new professionals gain experience, build judgment and develop critical client-facing skills.

"The concern isn't that AI will replace advisors. It's that firms could unintentionally remove the developmental experiences that help young professionals become advisors in the first place," said Rogers. "The industry still needs pathways for people to learn, make mistakes, build judgment, and develop client relationships."

Approximately 73% of respondents said it is at least moderately important for prospective employers to prioritize AI adoption over the next three years as well as provide training in AI tools and technology.

The findings point to a growing expectation that firms will be able to explain both how their technology strategy is connected to their people-development strategy. Firms that demonstrate how AI supports advisors, rather than simply replacing junior-level work, may be better positioned to attract emerging talent.

Building the Talent Pipeline that Supports Succession and Growth