Compliance and crypto – 6 challenges for HR in recruitment

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Can finance HR teams still keep up with the free spirits of the Web3 world?

Industries such as finance, legal and real estate tend to be seen as structured, security-oriented and highly regulated. But anyone looking to recruit tech talent in these fields today is increasingly encountering candidates who are used to playing by a completely different set of rules.
Gone are traditional CVs and clear remuneration models, replaced by token shares, flexible working arrangements and decentralised project structures. Conversations are not only about experience and expertise, but also about remote-first cultures, working across time zones and a high degree of personal responsibility.

For many HR teams, this is uncharted territory. They specialise in finding excellent professionals for complex regulatory environments. But in the Web3 environment, different expectations apply – both in terms of collaboration and the candidate experience.
And that's where the tension begins. Between compliance and innovation. Between cultural fit and legal security. Between classic professionalism and an experimental work culture.

In this article, we highlight six specific challenges that HR teams must overcome today if they want to recruit successfully in the world of crypto, blockchain and Web3.

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Salary in Bitcoin – or FIAT after all?

Talent in Web3 not only has different ideas about working models, but also about remuneration. Candidates increasingly want part of their salary to be paid in cryptocurrencies such as Ethereum, Solana or USDC – especially in start-ups or DAOs that already pursue token-based business models themselves.

While this may seem like a sign of flexibility and modernity at first glance, it poses considerable challenges in practice. That's because Germany has clear legal rules governing salary payments: remuneration must meet the requirements of the Minimum Wage Act (MiLoG), be paid in euros and be subject to income tax and social security contributions.

Although a recent ruling by the Federal Labour Court has permitted salary payments in crypto under certain conditions, strict requirements apply: the main remuneration must continue to be paid in euros, and it must be ensured that the crypto component does not undermine any protective provisions – for example, in relation to seizure protection or holiday pay (Kliemt 2025).

In addition, there are practical problems: How are tokens taxed? How are they documented in payroll accounting? Who is liable for losses in value? And what happens if the chosen cryptocurrency is suddenly classified as a security by a regulatory act?

For companies in regulated environments, such as banks or law firms, this means steering clear of spontaneous ‘crypto concessions.’ Instead, clear guidelines, coordination with tax and legal advisors, and an HR strategy that demonstrates openness to modern remuneration models without compromising compliance are required.

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MiCAR, AML & DAO: Who is the employer?

In the traditional world of work, the situation is clear: there is a company, an employer, a location – and ideally a clearly worded employment contract. In the Web3 environment, this clarity is blurred.

That's because many blockchain projects are run by so-called DAOs (Decentralised Autonomous Organisations) – decentralised, collaboratively managed networks without a legal entity in the traditional sense. So it's not always clear who is ‘hiring’ someone. Is it the core contributor with admin rights in Discord? Or a newly founded foundation in the Cayman Islands? You can see where this is going.

This lack of clarity is not only confusing – it is a tangible risk. The EU is attempting to create more legal certainty with new regulatory frameworks such as the Markets in Crypto-Assets Regulation (MiCAR) and the Anti-Money Laundering Directives (AMLD5) (European Parliament and Council 2023; European Commission 2018). However, everyday HR practice is often ahead of these reforms: talent is already being involved in projects whose structures do not fit into the traditional categories of employment or freelancing.

What's more, AMLD5 requires crypto companies to be registered, traceable legal entities – especially if they are involved in payments or financial services. Those who ignore these requirements risk fines, cooperation with regulated partners and, in the worst case, criminal consequences.

For companies recruiting in Web3, transparency in contract design is therefore crucial. This means clear responsibilities, legally binding contractual partners and internal coordination between HR, legal and compliance before an offer is even sent out.

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No thanks to nine-to-five: culture clash guaranteed

A top candidate with excellent blockchain expertise, international project experience and the ideal skill set sounds like a stroke of luck. But in the interview, it becomes clear that daily core working hours, office presence and formal feedback rounds do not match their expectations at all.

Web3 talent ticks differently. Many come from open, decentralised working environments where there is no traditional management structure – and hardly any formal processes. Instead, there is a ‘build first, ask later’ mentality. Decisions are made collaboratively, communication takes place via Discord or Telegram, and team structures are often temporary and role-based (Cointelegraph 2022).

This stands in stark contrast to the structures of many companies in the financial and legal sectors, where reliability, documentation and compliance are paramount. Anyone who wants to integrate talent here without completely turning their own work culture upside down needs clear guidelines – but also openness.

Remote-first, asynchronous communication and a focus on results instead of a culture of presence: these are all approaches that traditional companies do not use to curry favour, but which allow them to show that they are capable of adapting. It is important to clarify expectations early on and to consciously manage the tension between flexibility and structure. Our colleagues have analysed in detail what hybrid leadership in the Web3 environment can look like in concrete terms – and why traditional management approaches reach their limits there (alphacoders 2025).

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Diversity illusion: The crypto sector remains white and male

Web3 is considered a driver of innovation – open, decentralised and offering equal opportunities. But the reality is quite different. According to LinkedIn, women accounted for only 26% of new hires in the crypto sector (LinkedIn 2022). The industry remains dominated by tech-savvy men – mostly white, Western, between the ages of 25 and 35.

This is a problem for companies that take diversity seriously. Homogeneous teams not only raise ethical questions – they are also demonstrably worse at solving complex problems, less innovative and less able to connect with diverse customer groups.

What's more, the one-sided image deters potential candidates, especially those from fields such as finance or law, where diversity has long been considered a business standard. Companies that want to present themselves as attractive employers must take conscious steps to counteract this.

This starts with the wording in job advertisements and extends to the selection of recruiting channels and internal role models. Crypto and Web3 projects that focus exclusively on technical excellence without promoting social diversity run the risk of losing relevance in the market in the long term (Cointelegraph 2022).

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Talent only on Discord: Why LinkedIn is no longer enough

Anyone looking for suitable candidates in the crypto sector will quickly realise that the classic search via LinkedIn or Xing is of little use. Many of the most relevant talents are not active there at all – or only with rudimentary profiles. Instead, they move in community environments: on Discord, Telegram, GitHub or in specialised DAOs (Cointelegraph 2022).

This presents HR departments in regulated industries with a double challenge: on the one hand, they often lack the technical know-how to navigate these decentralised networks effectively. On the other hand, they lack the routine to identify suitable candidates in forums or open-source communities – let alone approach them in a legally compliant manner.

What's more, Web3 talent is not only looking for a job. They are looking for meaningful projects, autonomy and ownership. Anyone who comes around with traditional job advertisements, application forms and rigid processes will simply be ignored.

As a result, top talent remains invisible – or goes to more flexible competitors. If you want to avoid this, you need to adapt your sourcing strategies. Community recruiting, decentralised talent pools and new forms of engagement have long been part of the standard repertoire.

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Rebranding instead of recruiting: crypto needs trust

Crypto is still a dirty word for many. The sector is struggling with image problems: exchange bankruptcies, ‘rug pulls’ (exit scams), tax grey areas – all of this rubs off on serious projects too. This is off-putting for candidates from regulated industries such as banking, tax consulting or legal tech, even if the position is exciting.

At the same time, there is a trust issue on the employer side. Anyone recruiting in Web3 knows that pseudonyms, unverified CVs and inconsistent project histories are not the exception – they are the norm. So what can be done?

The answer lies in brand management. Companies in the crypto or blockchain environment must not only offer good jobs, but also consciously position themselves as credible, legally compliant employers. Transparent processes, comprehensible team structures and a consistent external image are crucial (Cointelegraph 2022).

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Anyone who wants to succeed in crypto recruiting needs the courage to embrace gaps – and clarity in the system

Recruiting in Web3 is not a topic for the future. It has long been a reality – with its own rules, expectations and risks. For HR departments in regulated industries, this means that tried-and-tested methods are no longer enough. What is needed are legally compliant structures, new ways of addressing candidates – and a willingness to actively shape cultural tensions.

Those who succeed will not only position themselves as attractive employers, but also as credible players in a market that is looking for guidance.

Numeris Consulting combines regulatory precision and technological acumen with data-driven tools and deep industry knowledge. For companies that are looking not only for expertise, but also for responsibility, excellence and future-proof competence. Get in touch with us.

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