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Latest Insurance Talent Perspectives

Q1 2026 Insurance Labor Study Results

Explore staffing projections and hiring plans for the U.S. insurance industry for the next 12 months.

Download the results from the Q1 2026 iteration of The Jacobson Group and the benchmarking division of Aon’s Strategy and Technology Group’s Semi-Annual U.S. Insurance Labor Market Study. A valuable industry tool, the study examines data collected on insurance industry hiring and revenue trends and projections.

The Changing Face of Insurance Talent

Understand, support and develop the industry’s next generation of leaders.

Download the white paper for strategies to help your organization better understand emerging generations, foster meaningful mentorship and build a future-ready workforce poised to lead the industry forward.

Competing for Technology Talent

Technology talent continues to be in high demand as insurers work to enhance customer experience, increase operational efficiency, personalize their offerings and compete in a quickly evolving environment.

Read our blog post for ways to be strategic and intentional in overcoming this talent challenge and effectively appealing to candidates within the technology space.

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The Evolution of Insurance Skills

We’ve been honored to partner with the International Insurance Society throughout the past several months to share insights related to findings from their Shin Research Program. As the industry continues to evolve and adapt, there are a number of vital skills standing out as both important and/or investible for the next few years: Data-Driven Decision Making The Shin Research Program shares data scientists are the fastest-growing segment within insurance. The Bureau of Labor Statistics expects this area to increase by 34% over the next decade – outpacing anticipated overall average growth for all occupations and signaling a shift toward data- and analytics-driven decision-making.  To take advantage of this wealth of information, organizations must cultivate a culture rooted in agility, innovation and ongoing learning. Champion data literacy, encourage curiosity, and commit to ongoing upskilling and reskilling. Having the right workforce in place is essential for turning an influx of information into actionable recommendations. Read more in the article, “Fueling Innovation with Data-Driven Decisions.” Interpersonal Skills Communication and interpersonal skills are critical differentiators in today’s environment. Human judgement remains essential for effectively managing complex and nuanced situations. The Shin Research Program found that customer service is considered the most vital skill for sales and service professionals within the insurance space. Active listening, empathy, patience and problem-solving are all key skills that can’t be fully replicated by a machine. By strengthening these areas, your team will be best prepared to augment the capabilities of AI and maintain a human touch. Read more about interpersonal skills for customer-facing individuals in the article, “Building Strong Interpersonal and Communication Skills.”  Read more about interpersonal skills for managers in the article, “Building Trust, Connection and Confidence: Core Soft Skills for Managers.” Leadership Team leadership is considered a critical skill for today’s managers, according to the report. Yet, leadership does not come naturally for everyone. It’s important for insurers to invest in building leadership skills at every level – whether individuals are current managers or future leaders. Organizations often lack formal management training; however, these skills are vital to your organization’s ongoing health. In fact, 70% of the variance in employee engagement is dependent on an individual’s manager. Having the right leaders in place – and continually building leadership skills within your talent pipeline – impacts productivity, retention, job satisfaction and much more. Read more in the article, “Preparing Insurance Leaders for Peak Performance.”  Critical Thinking Nearly 90% of insurance professionals report critical thinking and problem-solving are highly important to their success, according to the Shin Research Program study. Evaluating accuracy, context, bias and ethics are just a few areas that are more important than ever in an increasingly AI-dominated landscape. Especially as more seasoned employees retire, supporting younger talent in absorbing the information that may be left behind and being able to understand how different pieces work together is essential. Today’s challenges involve multiple stakeholders, competing priorities and a number of potential risks. Critical thinking and problem-solving skills can help professionals make informed decisions, even in complex situations. Read more in the article, "Mastering Critical Thinking in the Age of AI."  By identifying and investing in the skills that will be most valuable in the future, your team will be positioned to evolve along with the industry. New capabilities and tools will continue to emerge, yet having the right skills in place will enable your organization to rise to new opportunities and challenges.

June 2026: Labor Market PULSE

AT-A-GLANCE LABOR MARKET NUMBERS Unemployment for the insurance carriers and related activities sector decreased to 1.6% in May. The insurance carriers and related activities sector lost 10,700 jobs in May. Industry employment decreased by approximately 72,900 jobs compared to May 2025. The U.S. unemployment rate remained unchanged at 4.3% in May and the overall economy gained 172,000 jobs. INSURANCE INDUSTRY HIGHLIGHTS On a year-to-year basis, April* insurance industry employment increased in title (up 2.3%) and reinsurance (up 1.7%). Agents/brokers remained unchanged, while job decreases were seen in claims (down 21.9%), life/health (down 3.7%), TPAs (down 2.0%), and property and casualty (down 1.5%). On a year-to-year basis, April* saw weekly earnings increases in agents/brokers (up 6.7%), title (up 4.7%) and TPAs (up 2.9%). Claims remained unchanged, while property and casualty was down 0.2%. Within the larger finance and insurance sector, voluntary quits decreased from 93,000 to 71,000 for April.* Notes: The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS Job Openings and Labor Turnover Survey report and reports on wages and employment for the industry category are only available for two months prior. The source for the data represented in PULSE is the U.S. Bureau of Labor Statistics. Insurance data is derived from the insurance carriers and related activities sector.

Building Trust, Connection, and Confidence: Core Soft Skills for Managers

In our latest article in partnership with the International Insurance Society, CEO Corey Pinkham discusses the key interpersonal skills and broader soft skills that set the best managers apart. 

Your Interview Timeline’s Influence on Hiring Outcomes

A perceived slowing of the job market has led some companies to become disillusioned about the availability of candidates. As a result, they’re adjusting their approach to hiring, often elongating the interview process, missing out on qualified individuals and ultimately being unable to effectively fill their open roles. Candidates who were initially enthusiastic about an opportunity are losing interest, becoming disengaged and often accepting other opportunities. Currently, the median time to fill a role is about a month and a half, according to SHRM, with non-executive-level roles increasing by about two weeks compared to 2017. For executives, the median time-to-fill has decreased according to SHRM, yet the cost-per-hire has more than doubled. Within insurance, we tend to see this timeline extend to around 90 days or more. Executive-level roles are consistently among the most difficult to fill according to our labor study, making a smooth and efficient process essential for remaining competitive. Before you begin recruiting for a role – no matter the level, ensure you’re ready to move quickly and are prepared to move forward with a hire. Prioritizing a streamlined, intentional hiring process is essential for a number of reasons: Your candidates will receive other offers. Strong candidates often speak with multiple companies and are unlikely to wait around if another desirable opportunity arises. Even individuals who were initially passive candidates often start considering their options when they realize there’s a market for their skills, the potential to make more money or a chance to move up in their career. Job openings with the larger finance and insurance industry are currently elevated according to the BLS; however, fluctuation is common. It’s important to recognize that even when it seems fewer companies are hiring, this does not equate to an influx of eager and available candidates. For most positions, candidate pools are consistently limited – especially for roles that require highly specific skillsets or in-office work. This presents a challenge not just for full-time roles, but also for temporary positions. Specialized subject matter experts and positions driven by seasonality (such as claims adjusters during CAT season or customer service representatives during open enrollment) have a high demand, further limiting available talent. Today's professionals lose interest. The best hiring experiences are organized and maintain momentum, ideally spanning two weeks or less from initial contact to offer. In fact, 55% of professionals still expect an interview to be arranged within a week or less of applying for a job and 43% of candidates are abandoning the process if it takes too long to schedule interviews. Professionals want to feel like they’re your top choice and that there’s a mutual level of enthusiasm. Telling them you need to see other candidates before making a decision or taking too long to move toward the next steps will often result in a loss of interest. The interview process is a reflection of what it’s like to work at your company. The overall employee experience starts with recruiting and reflects on your team and organization as a whole. Put your best foot forward with consistent communication, a clear process and efficient interviews. Minimize paperwork, avoid unnecessary assessments and aim for a streamlined experience – both during the interview process, as well as throughout offer negotiations and onboarding. This may take more planning and coordination on the front end, but will pay off in practice. How you use your current and potential team members’ time and energy throughout the hiring process is a strong indicator of how you will operate as their manager. Candidates are more likely to accept when the opportunity is top of mind. The few days immediately following an interview are when candidates are most likely to accept your offer, as the opportunity is still fresh and exciting. As time passes, they are less likely to remember specific conversations and what attracted them to the role and company. They are also more likely to have explored other options and have shifted their attention or mentally moved on. Even if they left the interview ready to accept on the spot, the longer it takes to receive an offer the more likely it is they have begun to move on. Unfilled positions affect your existing team. In addition to the hours spent interviewing candidates and reading resumes, open roles often result in other team members stepping in to fill the gaps. While shifting work around during a vacancy can be expected, it’s not sustainable long term and often leads to burnout among existing employees. Consider the holistic impact of your open role and adjust your expectations and requirements accordingly. This may also include exploring interim talent solutions if a role is taking too long to fill, despite your best efforts. Here are a few ways to speed up your interview process: Don’t post an open role until you are ready to begin the recruiting process and make a hire. Define your criteria – what skills and traits are non-negotiable and which would be nice to have? Use this information to streamline the initial screening process and align everyone involved. Have a back-up plan in place for potential conflicts or PTO, ensuring you’re able to move forward if certain decision-makers are unavailable. Be efficient and intentional with scheduling, focusing on who candidates will meet with and why, while also communicating this information to others involved in the process. Rather than looking for reasons to disqualify candidates, focus on their potential fit and success within the organization. Stop looking for “the perfect candidate” – as that often doesn’t exist. If you find someone you like and who is qualified, avoid waiting to explore other possibilities. Be prepared to be decisive. The pace of hiring has a greater impact than many realize. Moving quickly in today’s market better engages top talent, positively influences your employer brand and ultimately improves the likelihood of offer acceptance. For more on creating a positive overall candidate experience, view our whitepaper. This post was originally published in September 2024 and has been updated for relevance and accuracy.

5 Ways to Cultivate a Strategic Mindset

Excelling in your career and advancing as a leader requires more than just doing your job well. The most effective professionals are those who are focused on growing their strategic capabilities and executive presence at all career levels. This includes being able to connect thoughts and ideas to best convey impact and align to larger company goals and objectives. However, strategic thinking is not necessarily taught or easily learned within a role. Professionals must be intentional about developing a strategic mindset and communicating in a way that resonates with all stakeholders. Embracing these capabilities begins early in your career, creating a foundation to build upon through middle management and eventually executive leadership. Below are five key tactics for thinking more strategically, enabling you to move up the leadership pipeline and evolve from execution expert to strategic leader. Focus on the greater impact.  Being able to connect the dots from your thoughts and ideas to their greater organizational impact is an important skill, whether you are an individual contributor advancing your team’s goals, or an executive focused on gaining greater market share. Take time to understand how your work connects to goals at each level, ultimately supporting the organization’s overall mission and vision.  Network and build relationships. A major element of strategic thinking is being aware and observant of what is going on within the company beyond your current seat. Understand your manager’s goals and the initiatives they are personally prioritizing. Have conversations with those a level or more above you to better understand what challenges they are facing and what matters to them. Building these relationships helps broaden your strategic view of the organization, helping look past your own work and tasks toward the larger picture. Continue expanding your view. Along with building relationships, understanding the larger competitive landscape is a key differentiator as you advance in your leadership capabilities. Staying ahead of industry trends and shifts enables you to have greater context and impact when proposing solutions. Be curious and continually seek out new information to most effectively tie your ideas together in relation to the broader market. Thoughtfully frame your ideas. No matter how good your idea may be, achieving buy-in is essential to gain traction. Emphasize the “why,” not just the “what,” through crisp and clear reasoning that conveys tangible impact. Consider your audience, what matters to them and what they need to hear in order to say “yes” when requesting investments of time, money or resources. For example saying, “I have an idea - let’s use AI,” is significantly less compelling than “By using AI to respond quicker, we can improve the customer experience which is one of our organization’s goals.” When possible, include metrics and KPIs to create greater credibility in your set up. Opening with “I have an idea of how we can streamline claims processing,” is less intriguing than “I have an idea I believe can cut 25 minutes off each claim. Here’s how it feeds into our department goals.” Regardless of your level, practice organizing your ideas in a way that communicates larger impact to build this muscle. Always be looking ahead.  Think bigger and broader than just your position today. No matter where your role falls within the leadership pipeline, aim to operate as if you are already at the next level. This includes how you act and how you communicate and contributes to your executive presence. Pay attention to how those with influence position their ideas and interact across the organization and aim to couch your ideas within a framework one level higher than where you currently sit. If you’re earlier in your career, communication may involve more details for others to better understand your asks and for you to continue understanding needs. In middle management, it is often based on bridging information and ideas. For those in the highest levels of leadership, communication is more holistic and rarely includes smaller details. Being thoughtful in your approach and thinking strategically make it more likely you’ll influence decisions, gain leadership visibility and see your ideas move forward. By communicating the value of your ideas in a way that highlights benefits and relates to larger goals, you’ll be best positioned to serve as an aligned and instrumental business partner at all levels. For more ways to strengthen your professional reputation, view our blog on building your personal brand.

Embracing AI to Stay Ahead

AI adoption is accelerating — 88% of organizations are now using it in at least one business function — but many insurers are still figuring out what that means for their people. The key to getting it right lies in how you retain, develop and recruit talent through the transition.

The ROI of Vacation Time

As a leader, balancing departments’ time off schedules, while managing workloads and prioritizing your own efforts to recharge, can be a challenge. However, 76% of U.S. workers wish their office culture placed higher value on taking breaks from work. At the same time, the organizations that encourage time off see tangible business benefits. Especially in the current environment – where “quiet cracking” and burnout are increasingly prevalent – prioritizing vacation time can have a positive impact on your team’s bottom line. The National Alliance on Mental Illness shares the percentage of employees feeling “very stressed” has doubled since 2024, with 22% sharing their job is a main factor in their mental health. EY found for every additional 10 hours of vacation an individual took, their performance went up by 8% and each additional week of vacation extended the employee’s tenure with their company by eight months. In addition to benefitting employee retention and performance, PTO is important to employees when choosing an employer. More than a quarter of professionals would take a job with unlimited PTO, even if it comes with a salary decrease. Yet, just 54% of employees use their allotted PTO due to a variety of factors. Here are five steps for investing in long-term health and productivity to get the most ROI from your employees this summer. 1. Address reasons employees don’t take PTO. Often, this stems from a company or team’s overall culture and the stigma around taking time off. If using PTO comes with perceived disdain from managers or colleagues, it’s time to adjust the narrative. Why don’t employees take PTO? 43% have too much work 30% risk falling behind 29% feel too guilty 19% don’t feel supported in taking time off   2. Ensure proper coverage. Given that heavy workloads are a big factor in individuals feeling they can’t take vacation time, make sure you’re creating an environment that can handle time away without resulting in a burden for the rest of the team. Prior to an individual’s vacation, provide the time for them to complete projects and wrap up pending deadlines. If a colleague needs to step in during an absence, determine what lower priority projects can be removed from that individual’s existing workload or postponed to a later date. Shift responsibilities while being cognizant of others’ day-to-day roles and focusing on areas of highest priority.   3. Have a plan for emergencies. Even while technically on PTO, an “always available” business climate has many professionals responding to emails and taking calls. Help make checking in less of a temptation by having a plan in place to proactively contact the individual if there is a high-importance situation. Discuss what may come up ahead of time and align on any touchpoints that may be necessary. This helps reduce constant email refreshing and gives a reassurance that if a problem that truly needs them arises, they will be contacted.     4. Be a good example. A large part of maintaining a healthy vacation culture is ensuring leaders and managers are prioritizing their own time off. Share your vacation plans and stay offline to the best of your ability during that time. Stepping away can have an impact on your ability to be creative, patient and innovative, while at the same time offering your team a chance to step up and take on more responsibilities during your absence.   5. Prioritize time to recharge. Working at top-capacity is not sustainable without time to rest and will ultimately lead to burnout. Ensuring employees take their earned time off each year should be a business priority. As your team members’ vacation time comes up, help them build plans to feel confident that their projects and responsibilities are taken care of so they can truly step away. Encourage informal discussions around non-work time and be supportive in those endeavors, whether they’re visiting an exotic destination, focusing on projects around the house or simply catching up on sleep. A healthy work-life balance leads to a happier and more engaged team. Resting is not only valuable, but also necessary. In a business climate plagued by burnout, focus on creating the balance and mental breaks that will support your team in reaching their highest performance potential.

May 2026: Labor Market PULSE

AT-A-GLANCE LABOR MARKET NUMBERS Unemployment for the insurance carriers and related activities sector increased to 1.7% in April. The insurance carriers and related activities sector lost 9,100 jobs in April. Industry employment decreased by approximately 64,900 jobs compared to April 2025. The U.S. unemployment rate remained unchanged at 4.3% in April and the overall economy gained 115,000 jobs. INSURANCE INDUSTRY HIGHLIGHTS On a year-to-year basis, March* insurance industry employment increased in title (up 2.3%) and agents/brokers (up 0.1%). Job decreases were seen in claims (down 21%), life/health (down 3.1%), reinsurance (down 2.6%), TPAs (down 2.0%), and property and casualty (down 1.2%). On a year-to-year basis, March* saw weekly earnings increases in all categories: title (up 6.6%), agents/brokers (up 5.4%), TPAs (up 3.5%), claims (up 1.5%), and property and casualty (up 0.7%). ** Within the larger finance and insurance sector, job openings increased by 9,800 to 428,000 for March,* reaching the highest level since February 2024. Notes: The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS Job Openings and Labor Turnover Survey report and reports on wages and employment for the industry category are only available for two months prior. **The BLS has not reported on reinsurance and life/health insurance earnings since December 2024. The source for the data represented in PULSE is the U.S. Bureau of Labor Statistics. Insurance data is derived from the insurance carriers and related activities sector.

Retention Best Practices for Today’s Labor Market

Jacobson's latest article in partnership with the International Insurance Society, authored by Jeff Black, explores best practices for retaining talent in today's labor market. 

Preparing Your Workforce to Get the Most From AI

Artificial intelligence has achieved mass adoption, with generative AI reaching more than half the population in less than two years – faster than the personal computer or the internet. For businesses, the pace is only continuing to accelerate. Although there are differing viewpoints around how AI will reshape certain roles and hiring needs, one thing is certain: insurers must remain adaptable and thoughtfully prepare for future demands to realize AI’s full value. As AI implementation introduces new and unforeseen needs, focusing on how to best retain, develop and recruit the right talent will position your organization for long-term success. In our latest white paper, CEO Corey Pinkham shares important considerations for building an adaptable and future-ready workforce. Below, he discusses three highlights from the piece.   By addressing entry-level skill gaps, hiring for digital curiosity and involving employees in the implementation process, you’ll sharpen your workforce’s readiness to welcome AI and hone their technological acumen. Read the full white paper for more on preparing your team to look to the future and embrace your organization’s goals.

Compass 19.2: Embracing AI to Stay Ahead

This quarter’s Compass feature article covers how AI adoption is reshaping insurance talent strategy and what your organization can do to stay ahead. The newsletter also includes an overview of the industry's current labor market and recent executive-level job changes.

Mastering Critical Thinking in the Age of AI

In our latest article in partnership with the International Insurance Society, Jacobson's Jeff Blair discusses tools for honing critical thinking skills and making decisions that ultimately harness innovation and growth.