Mentorship and Professional Communities as Support for Women in GRC

By Marianna Rozumna
for the 2025 Risky Women Writing Competition, presented in partnership with Ocorian

Lately, I often hear the same story from women starting their careers in GRC (Governance, Risk, and Compliance). They complete training, earn certifications, and then face a sense of uncertainty. What’s missing is guidance, encouragement, and people they can turn to for support.

Can mentorship answer this need? How do professional communities help women feel part of a professional community? And why does the journey in this field become more difficult without them? Let’s explore these questions in more detail.

Challenges Faced by GRC Professionals at the Start of Their Careers

GRC is a comprehensive approach to managing corporate security, risks, and compliance with international standards and legal requirements. In this field, knowledge alone is insufficient — the real challenge is applying it effectively in business processes. Formal education and training provide frameworks, regulations, and methodologies that offer a structured approach. Yet in practice, this is often insufficient.

I often see young GRC professionals, especially women, encounter situations that fall outside the scope of textbooks or training courses.

• Difficulty applying knowledge. What is taught in courses does not always work within a company’s unique processes and culture.
• Lack of role models. Women are still underrepresented in leadership roles. According to McKinsey Women in the Workplace 2024 report, only 29% of top management positions are held by women. For young specialists, this makes it harder to find examples to follow and to understand possible career paths.
• Invisible work. When a compliance professional reviews documents on time, identifies a risk, or prevents a potential violation, the company avoids problems. But because the incident never happened, her contribution typically goes unnoticed.
• Pressure from colleagues. It can be difficult for young women to defend their decisions, especially when colleagues question or criticize them without fully understanding their role.
• Sense of isolation. This arises when there are few or no other women in the team to share experiences and provide support.

Courses and certifications are valuable, but they are mostly focused on theory. They rarely cover the practical aspects that also shape a career in GRC: building professional connections, developing leadership skills, making difficult decisions, or balancing work with personal life.

For many women, the real challenge is not a lack of knowledge but the absence of support and role models. Without mentors or professional communities, it is easy to feel cut off from the environment.

Why Mentorship Matters in GRC

This is why I see mentorship as so valuable. It provides what no textbook or course can offer — human support, feedback, and inspiration. A mentor helps answer the questions that rarely appear in formal programs, such as:

• how to behave in a meeting when you are the youngest and the only woman in the room;
• how to defend your position if colleagues doubt your decisions;
• which steps to plan to gradually move toward a leadership role.

Mentorship can take different forms:

• one-to-one meetings, where doubts can be shared openly and advice received from a more experienced colleague;
• group programs, where one mentor supports several junior professionals at once;
• peer-to-peer support, when colleagues at the same level exchange experiences and learn from each other;
• corporate mentoring schemes, which create structured support within organizations.

Mentorship helps retain young talents who, after completing their studies, may feel uncertain and unsure how to apply their knowledge in practice. It shows possible paths for growth, builds confidence, and helps to better understand the value of the profession.

This is especially important for those who are just starting their careers or still questioning whether they have chosen the right path, as the guidance of a mentor can keep them in the profession and open new horizons.

Why Professional Communities Are a Catalyst for Change in GRC

Mentorship is crucial on an individual level, but it becomes even more powerful when combined with social initiatives. These create communities that provide not only knowledge but also a sense of belonging to the profession.

There are several ways to organize such initiatives:

• professional women’s clubs and associations, where members exchange experiences, share opportunities, and support each other;
• open events, conferences, and forums that highlight the role of women in GRC and create space for new connections;
• online communities and platforms, where questions can be asked, advice received, and examples of career development shared;
• cross-industry projects, such as Women in Tech or Women in Law, adapted for GRC to make female leaders more visible.

Such initiatives are essential for bringing more unity, trust, and inspiration into the profession. They help newcomers understand why this field is worth pursuing and avoid feeling lost at the start.

At the same time, they are equally important for experienced professionals who need to feel part of a community with shared values, see clear growth opportunities, and stay motivated in the long run.

In the end, the entire field benefits, as these initiatives help retain talent, foster leadership, and build a culture of support.

Conclusion

The GRC field is built on the values of integrity, responsibility, and accountability. Yet these values should be reflected not only in processes but also in the support offered to women working in the profession. To make the field more attractive to the next generation, mentoring programs, role models, and communities that provide a sense of belonging are essential.
The future of GRC is shaped not only by rules but by people. And the more they feel empowered to grow, the stronger the entire field becomes.