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2025 Insurance Talent Trends Guide

From embracing AI to creating personalized onboarding experiences, we’re expecting to see a number of interesting trends impact the insurance industry in the next year.

Download our latest guide to learn the trends we anticipate will have the most impact on the insurance industry in 2025.

Employee Engagement: Getting Back to Basics for 2025

Discover ways to combat quiet quitting. Strong employee engagement impacts your company’s ability to meet its goals, while also creating a motivating and positive atmosphere for your employees.

Download the whitepaper to explore how revisiting the core principles of employee engagement can reignite team morale and drive lasting success. 

Executive Relocation in the Post-Pandemic Era

Remote and hybrid work have become standard in the past few years, and many executives have valued these work arrangements. They have found it can significantly improve work/life balance while still allowing them to be very effective in the workplace.

Read our blog post for insights on the effects of executive relocation and questions to consider before making the move.

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Celebrating a Decade of the Insurance Careers Movement: Join Us

As we kick off the 10th Annual Insurance Careers Month, The Jacobson Group is reflecting on the remarkable journey of the Insurance Careers Movement (ICM) – which has grown from a shared vision among its founding organizations to a global grassroots initiative. Since its inception, ICM has united insurance organizations worldwide, providing a platform for collaboration and storytelling to collectively inspire others to pursue a career in insurance. As a founding organization of ICM, our team at Jacobson is humbled by the passion and commitment with which the industry embraced this movement and the remarkable milestones that have been achieved. During the past nine Insurance Careers Month campaigns, more than 1,000 companies across more than 20 countries have participated, showcasing the innovation, diversity and resilience of our industry. Additionally, six Emerging Leaders Conferences have brought together nearly 800 rising stars and featured insights from more than 100 C-suite executives.   We are thankful for everyone who has supported ICM throughout the years. However, our work is not done. Attracting and retaining talent remains a top priority for the industry. How ICM is Making a Difference Bridging the Talent Gap With 52% of companies planning to increase staff in the next year, according to Jacobson and Aon’s Q3 2024 Insurance Labor Market Study, the need for insurance professionals continues to grow. Unemployment within the industry remains significantly lower than that of the overall U.S. economy, with limited professionals available to fill open roles. Technology, underwriting and claims positions are especially in high demand as organizations evolve to remain competitive in today’s dynamic business climate. Compounding this issue is the aging workforce. According to the U.S. Bureau of Labor Statistics, the median age in the industry is 44; and a quarter of insurance professionals are at or near retirement age, which will only further intensify the industry’s talent gap in coming years. As the industry expands and transforms, ensuring a steady pipeline of diverse, skilled talent is essential to its long-term success. ICM plays a crucial role in addressing this challenge by uniting the industry under the common goal of attracting the next generation of professionals. Telling Stories That Inspire Central to ICM’s success is the power of storytelling. Authentic narratives have the power to connect, inspire and motivate individuals at all stages of their careers. When insurance professionals share their authentic career journeys, they bring the vast opportunities within the industry to life. From the seasoned CEO reflecting on decades of industry evolution to the early-career professional sharing fresh perspectives and experiences, each story contributes to a dynamic and inclusive narrative. These voices collectively highlight insurance as a career that combines stability, purpose and growth, while also underscoring the industry’s profound impact on communities and individuals worldwide. Your voice matters, and we invite you to share your experiences, help shift perceptions and build the insurance talent pipeline. How to Become an ICM Champion As we celebrate 10 years of ICM, we are energized by an expanding network of CEOs, emerging leaders and supporting organizations, who are united in our mission. Together, we’ll continue to amplify the message that insurance is an incredible career destination – offering stable, rewarding and limitless opportunities – and we hope you will join us. Share your insurance career story: Whether you’re a seasoned executive, emerging leader, or new to the industry yourself, your personal journey in insurance can inspire others. Share a video or write a social media post about your career path, why you love working in the industry or what makes insurance an incredible career choice. Highlight the industry’s impact and opportunities: Share the positive impact of the insurance industry and the meaningful work we do every day, while showcasing the limitless possibilities a career in insurance provides. For inspiration and ideas for crafting engaging content this February, view ICM’s social media calendar and social planning guide. Join the conversation: Search hashtags like #InsuranceCareersMonth, #ICM2025 and #ICMchampion to engage with your industry colleagues. Amplify their stories by sharing, commenting and liking posts. Engage your organization: Encourage your colleagues – no matter their level or tenure – to also share their career experiences and join in ICM’s social campaigns. Support the movement: Bring ICM into focus by mentioning it in your conversations or public speaking engagements. Highlight the strategic importance of attracting and retaining talent to secure the industry’s future. Host or attend events: From job fairs to networking events, February is the perfect time for you and your organization to connect with emerging talent and showcase all the industry has to offer. At Jacobson, we’re proud to celebrate this milestone with ICM and remain steadfast in our commitment to advancing the insurance industry’s talent priorities. As we look to the next decade, we are inspired by the industry’s ongoing collaboration. This 10th anniversary is more than a celebration; it’s a testament to our shared dedication to the future of insurance talent. Personally, as one of the industry professionals around the table at the American Property Casualty Insurance Association’s offices when the vision for ICM took shape over a decade ago, I’m still in awe of all that we’ve accomplished and deeply thankful for all who helped shaped the movement into what it is today. Here’s to another ten years of collaboration, inspiration and progress. Together, we can ensure a bright future for insurance talent.

January 2025: Labor Market PULSE

The industry remains stable moving into the new year, adding 52,700 jobs throughout 2024 and continuing its steady post-pandemic growth. Despite slight spikes in December and August, the annual average unemployment rate for insurance carriers and related activities in 2024 was 2.1%, similar to 2023’s average of 2%. While insurance unemployment reached 3.2% in December 2024, this is consistent with both December 2022 (which saw an unemployment rate of 3.5%) and December 2023 (which hit 3.4%), both of which quickly dropped back down. Demand for talent persists and next month marks the 10th annual Insurance Careers Month, where the industry comes together to amplify why insurance is a career of choice. Learn more and start planning your organization’s involvement: https://insurancecareersmovement.org/february-insurance-careers-month/. Additionally, the Q1 2025 Insurance Labor Market Study, conducted by Jacobson and Aon plc, is now open for participation. Share your plans for the next 12 months and gain access to the results: https://jcbsn.gr/2025q1-laborstudy.  AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector increased to 3.2% in December. The insurance carriers and related activities sector gained 13,300 jobs in December. At more than 3 million jobs, industry employment increased by approximately 52,700 jobs compared to December 2023. The U.S. unemployment rate decreased to 4.1% in December and the overall economy added 256,000 jobs. INDUSTRY HIGHLIGHTS On a year-to-year basis, November* insurance industry employment saw job increases in all categories: agents/brokers (up 3.2%), reinsurance (up 2.6%), claims (up 2.6%), title (up 2.3%), TPAs (up 1.0%), property and casualty (up 0.5%) and life/health (up 0.4%). On a year-to-year basis, November* saw weekly wage increases in all categories: TPAs (up 9.9%), agents/brokers (up 7.4%), title (up 5.7%), reinsurance (up 4.7%), property and casualty (up 4.2%), claims (up 3.9%) and life/health (up 1.4%).  BLS Reported Adjustments: Adjusted employment numbers for November show the industry saw an increase of 5,200 jobs, compared to the previously reported increase of 5,100 jobs. 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.

Best of Jacobson 2024

Our most-read insurance talent insights of 2024 are now in one place. From leadership tips to interview best practices, explore the Best of Jacobson infographic.

Jacobson Employee Spotlight – Q4 2024

We are thrilled to share that The Jacobson Group has been named to Best Companies Group's inaugural 2025 America’s Best Workplaces list! This honor is a testament to our incredible team members, whose talent and dedication make Jacobson a truly exceptional place to work. In this employee spotlight, we’re celebrating three outstanding individuals who exemplify the values and culture that have earned us this recognition. Learn more about their contributions and the impact they make every day! Abbe Sodikoff Account Manager, 20 years at Jacobson Hometown: Northern suburbs of Chicago Alma Mater: University of Wisconsin - Madison Describe Your Role: I partner with health plans to provide specialized and experienced interim experts to address significant business challenges. Last Book You Read: I listened to the "Demon Copperhead" audiobook - tragic, heartbreaking and hopeful at the same time. One Professional Skill You Are Actively Developing: Ongoing analytics You Are Happiest When You Are: At the beach with family, especially when the grandkids are playing in the waves Advice for Newcomers to the Industry: Learn, investigate and ask about everything. What Inspires You to Excel in Your Role? I am always inspired to challenge myself to try creative sales tactics, accomplish new heights, and meet and exceed my goals. Share a Piece of Advice for Newcomers to the Industry: Nothing great comes easy. Consistency and discipline pay off. Something You Recently Learned: I’m on day 4 of feeding a sourdough starter; stay tuned. Marcia Bray Recruiter, 1 years 6 months at Jacobson Hometown: Detroit Alma Mater: Baker College Describe Your Role: As a Recruiting Leader, I lead a team of dedicated temporary staffing recruiters, focusing on delivering high-quality candidates to diverse clients. I cultivate strong relationships with Client Advisors and Account Managers to effectively address open requisitions. Additionally, I collaborate closely with our President to create recruitment strategies that align with the company’s overall objectives, ensuring efficient and effective hiring practices. Random Fact: I love doing DIY projects in my home and rehabbing furniture. Favorite Food: I grew up on the border; of course, my favorite food is Mexican food! Last Book You Read/Show You Binged: I'm currently reading "The Butcher Game" and I just finished Liane Moriarty's newest book, "Here One Moment." I can binge watch a show like no one's business! I recently finished "Queen Sugar" and "The Lincoln Lawyer." I'm also super excited for the "Love is Blind" Season 7 reunion! If You Won the Lottery, What is the First Thing You Would Do? Purchase my dream home! You Are Happiest When You Are: Near the ocean! What Inspires You to Excel in Your Role? Seeing the success of those around me Sal Monteleone Recruiter, 6 months at Jacobson Hometown: I was born in Long Island, New York, but I grew up in Fort Lauderdale, Florida. Alma Mater: Broward College Describe Your Role: I’m a recruiter. I find, engage and screen candidates for permanent openings in professional recruiting. Then, I coordinate next steps and handoffs to our client development managers. Last Book You Read: "Waking Up" by Sam Harris One Professional Skill You Are Actively Learning: Leadership strategy Favorite Restaurant: Currently, it's Escargot Bistro, a French restaurant in Fort Lauderdale. Advice For Newcomers to the Industry: If your reason for recruiting is pure, you’ll never fail. Random Fact: I studied classical and jazz piano in college, and I’ve been composing and producing music in a studio setting for more than 20 years. If You Won the Lottery, What is the First Thing You Would Do?: Donate half of it to homeless charities and local education. Something You Recently Learned: If you hold a lungful of air, you can survive in the total vacuum of space for about thirty seconds. In Your Time at Jacobson, What has Been Your Favorite Project?  Recruitment lifecycle redesign for professional recruiting Who or What Inspires You to Excel in Your Role? My greatest driver for excelling is helping people. I love recruiting because it has enabled me to help people find meaningful career moves and that makes me feel like I’m making a positive impact in peoples' lives. View previous editions of our Employee Spotlight. For monthly Employee Spotlights, follow our Facebook page. 

Part 1 – Creating a Stand-Out LinkedIn Presence: Tips from a Recruiter

Throughout the past decade, LinkedIn has become much more than just a social networking site. It’s a powerful career tool for showcasing your professional accomplishments and building your brand. Whether or not you’re actively looking for a job, it’s likely recruiters—as well as potential clients and connections—are checking out your profile to better understand who you are as a professional. In addition, LinkedIn can serve as a valuable professional development tool, opening you up to thought leadership content, new ideas, potential mentors and more. No matter how you use LinkedIn, it’s important to have a strong profile that highlights your accomplishments and areas of expertise. Here are a few ways to make sure you’re putting your best foot forward and reaping all of the platform’s benefits. Create or refresh your LinkedIn profile. In today’s connected, social media-driven environment, not having an online presence could be a red flag, especially for recruiters. If you do nothing else, create a profile with your photo, current and past positions, and education. If possible, use a professional-looking photo of just you (no selfies, pets or half cropped-out friends and family). Aim to connect to at least 100 individuals; this shouldn’t be too difficult as LinkedIn suggests potential connections based on your alma mater and employment history. When you hit "Connect," you'll see an "Add a note" option – use it! A quick message personalizes the ask, helps the other person remember how they know you and explains why you want to connect. Even if you already have a profile that meets these criteria, take some time to make sure your information is still relevant and current. In today’s highly virtual and AI-driven environment, having the right keywords, connections and content is essential. Build out the basics. Once you’ve created a profile, provide additional information on your background, previous positions and successes. Unlike a standard resume, you have the freedom to share a bit of your personality on LinkedIn. Talk about your roles and accomplishments in the first person. Make sure to also include professional designations and any continuing education programs you’ve completed or are currently undertaking. If you’re a remote worker and located in a city different than your employer, share that as well. Be clear and strategic. As you advance in your career, there’s no doubt you could include a laundry list of past responsibilities. However, think about your profile from a strategic standpoint; where do you want to be in the next five or 10 years? What information is relevant in helping you get there? Keep your position descriptions succinct, making sure you consider what aligns to your future goals and leaving out anything that will be a distraction. If you are looking for a new job, think like a recruiter and use common, searchable terms. Additionally, make sure your title and summary are clear and provide concise information about what you do and where you want to be. Create an eye-catching summary. The first thing someone will see when viewing your profile is your summary. This should be professional, but also show off your personality. This is a great place to highlight special skills and accomplishments that may not fit elsewhere on your profile, or to share long-term future aspirations. LinkedIn's AI writing assistant can provide a helpful starting point, but make sure to personalize the summary to truly capture your unique voice and experience. Highlight accomplishments and projects. When highlighting your experiences, don’t simply copy and paste a job description. Instead, opt for around five bullet points that share your accomplishments and demonstrate your leadership capabilities. Make sure to include any systems you helped implement or other relevant special projects that may be outside of your day-to-day responsibilities. Think of these descriptions as easy-to-read highlight reels and include numbers and stats to quantify impact. Show your work. LinkedIn enables users to upload files, post photos and share links. By providing tangible multimedia content, you’re giving your network and potential employers a better understanding of your past projects and achievements. Use this feature to your advantage and share examples of work you’re most proud of, when possible. Review your account settings By clicking on “Me” in the top LinkedIn navigation, you’ll have the option to view your account settings and privacy. First, set a custom URL that includes your name and is easy to share. Next, take a moment to review your settings and ensure you’re comfortable with the amount of information provided to other professionals. You’ll be able to adjust what information is public, who can see your updates and contacts, how you appear when viewing others’ profiles and more. LinkedIn is an important tool, whether you’re embarking on a job hunt or looking to build your professional network. By being thoughtful about your profile, you’ll ensure you are adequately demonstrating who you are and where you’re aiming to be as a professional. Stay tuned for Part 2 of this two-part series where we dive into engaging with your connections, enhancing your job search and further building your LinkedIn brand.

2025 Talent Trends Guide

We’re looking ahead to the trends that will shape how the industry approaches talent in 2025. Insurers will be focused on embracing AI and leading through change, while creating personalized onboarding experiences and emphasizing development. Explore these trends and more in our Talent Trends Guide.

December 2024: Labor Market PULSE

We’re closing out 2024 with a stable labor market. The insurance industry unemployment rate continues to be low and revised numbers from the Bureau of Labor Statistics show 13 consecutive months of employment growth. Additionally, all insurance industry categories we report on saw both weekly wage and employment growth in October*. Meanwhile, the greater U.S. economy is experiencing an unemployment rate of 4.1%. While still relatively low, this is the first time since 2021 where unemployment has been above 4% for six consecutive months. Jobs continue to be added, with November surpassing many economists’ expectations. Quits within the finance and insurance industry are also slowing. “The Great Reshuffle” is behind us, making it essential to cultivate productive and loyal employees in 2025. View our recent white paper for insight on combatting quiet quitting and enhancing employee engagement. AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector increased to 2.1% in November. The insurance carriers and related activities sector gained 5,100 jobs in November. At more than 3 million jobs, industry employment increased by approximately 41,000 jobs compared to November 2023. The U.S. unemployment rate increased to 4.2% in November and the overall economy added 227,000 jobs. INDUSTRY HIGHLIGHTS On a year-to-year basis, October* insurance industry employment saw job increases in all categories: agents/brokers (up 3.3%), TPAs (up 1.6%), reinsurance (up 1.3%), title (up 0.7%), life/health (up 0.3%), claims (up 0.3%), and property and casualty (up 0.1%). On a year-to-year basis, October* saw weekly wage increases in all categories: TPAs (up 10.1%), reinsurance (up 9.1%), claims (up 7.9%), agents/brokers (up 7.5%), title (up 7.2%), property and casualty (up 3.6%), and life/health (up 1.4%).  BLS Reported Adjustments: Adjusted employment numbers for October show the industry saw an increase of 1,600 jobs, compared to the previously reported loss of 1,400 jobs. 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.

Are Your Employees at Risk of “Quiet Quitting”?

There’s no doubt employee engagement has been a hot topic throughout the past several years – and for good reason. The cost of quiet quitting is nearly the same as the cost of turnover, according to research from McKinsey. However, as a manager, it can be difficult to catch those at risk of becoming disengaged and eventually quiet quitting (defined as doing the bare minimum required for their job), especially in remote and hybrid environments.   While there are several factors that may contribute to disengagement, well-being in the workplace is often dependent on a balance of effort/reward and demand/control. Misalignment in these areas can cause individuals to feel bored, uninspired, undervalued and/or overworked. Here are a few warning signs a team member may be at risk of quiet quitting: Lack of initiative and willingness to take on new projects or opportunities (especially if the employee was previously motivated and proactive) Uncharacteristic mistakes, missed deadlines or a change in their overall sense of urgency Slower pace of response, especially to new opportunities and challenges Lack of enthusiasm in conversations, along with decreased idea generation and participation Disinterest in the progress of ideas or projects – especially if it’s ones they initiated Life changes that may impact their work-life balance It’s important to note the above do not always mean an employee is checking out of their role. However, they are good triggers for initiating a conversation and digging deeper into what may be going on. Open and frequent communication is key for building and maintaining connections, no matter the employee’s current level of engagement. View our recent article on keeping employees engaged in the new year for additional insight and best practices: “Employee Engagement: Getting Back to Basics for 2025.”

Recruiter Report: Choosing the Right Recruiting Firm

As you make your talent plans for the coming year, it’s likely you’re considering adding new positions or hiring to fill vacant roles. Depending on your organization’s needs, time constraints, budget and the urgency to fill, you may be considering whether a recruiting firm is right for you. Our team works with numerous hiring managers and internal recruiters throughout the insurance industry to help them find the right talent year-round. In this edition of Recruiter Report, we’re sharing our insights to help answer the question, “What should you look for in a professional recruiting firm?” Recognize when external support is necessary. Even with a strong internal recruiting team, there are situations where it is advantageous to seek an external recruiting partner. The right recruiting firm can save you time, expand your network and provide you with valuable market insight. This is especially true in the current insurance labor market, where unemployment remains low and it’s often necessary to engage passive candidates. Here are a few initial questions to help determine if using a recruiting firm is right for you: Has the role been open for an extended time period? How critical is the role to the success of your organization or team? Does the position require highly-specialized expertise? What have you already done to identify talent? Is it a confidential search? Do you have the internal resources and bandwidth to effectively recruit for the position? Identify the right partner. When using a recruiting firm, it’s essential to partner with one that can most effectively meet your needs. Consider the following areas: Industry expertise: Many insurance roles require specific skillsets and technical knowledge. Unlike most generalist firms, insurance-specific staffing firms offer recruiters who understand the nuances and technical expertise needed for specific roles. Additionally, they can provide realistic expectations on your search based on the state of the insurance labor market and help you remain competitive. Access to a broad network of talent: The right insurance-specific firm will also have a broad network of insurance talent. This provides a more targeted search, as well as access to a wealth of individuals who are otherwise not looking for a new position. Relationship-focused approach: Using a staffing firm should feel like a true partnership, where everyone has your organization’s best interest in mind. Look for a firm that is available for questions, straightforward with you about potential challenges within your search, and proactive in adjusting and adapting as needed. Thorough process: A firm that prioritizes quality over quantity will ultimately save you time and energy. This means asking the right questions upfront to thoroughly understand the requirements for your open role, and performing in-depth screenings to ensure you’re only presented with strong candidates. As you talk with potential recruiting partners, these questions can help gauge whether they have the industry knowledge, network and process required for success. What similar roles have they filled or are they currently working on? How confident are they about their ability to successfully fill your role? What do they foresee as potential challenges? Are their expectations realistic for the current market? Can they provide insights into the competitive landscape? How do they ensure they are aligned with your expectations, from culture fit to the role's technical requirements? What is their estimated timeline for presenting candidates, and how do they ensure quality? How do they incorporate your feedback to stay on track? If a firm seems too good to be true, or you start working with a firm and are not seeing your desired results, look for these few common red flags: Unrealistic cost: As with most services, if you make a decision based on cost, it is likely you will get what you pay for. Limited reach: Especially if you are recruiting for a specific skillset, hiring on a national level or offering remote work, having a broad reach is essential. Local and smaller recruiting firms often have contacts in your specific market, but will not have the network of talent that a national firm does. Unrealistic deadlines: If a firm says they can provide candidates in just a day or two, it’s not likely they have a thorough screening process, which ultimately can waste your time interviewing individuals who are not right for the role. Inability to find qualified candidates: We often hear this from insurers who have worked with generalist firms, as a result of the firm lacking in-depth market expertise and insurance-focused networks. Commit to a collaborative partnership. Once you’ve identified the right firm, do your part to make the partnership as successful as possible. Be open with information about your company’s culture, team dynamics and workstyles. Consider sharing the employees that you’ve found to be most successful in similar roles and the qualities that set them apart. Be realistic with the state of the marketplace and open to feedback around how competitive your approach to workplace flexibility, compensation and titles/level may be.  At the same time, ensure you’re providing thorough feedback on candidates to help guide the process. Working with the right recruiting firm is often key to successfully filling an open position. By assessing your needs, finding the right partner and remaining collaborative, you’ll be able to find the best individual for your open role. For more insights on recruiting in the current environment, view our past editions of Recruiter Report. What is the main challenge your team faces when hiring in today's environment? Share your thoughts in our latest LinkedIn poll.

Claims Roles Still in High Demand for Insurers: Jacobson, Aon-Ward

The Claims and Litigation Management Magazine covered Jacobson and Aon's Q3 2024 Insurance Labor Market Study, noting that, for the first time, technology is no longer the most in-demand position among carriers.

Insurance Industry Forecasts Strong Growth and Hiring In Next 12 Months

Risk & Insurance covered The Jacobson Group and Aon's Q3 2024 Insurance Labor Market Study, highlighting the notable percentage of insurers that indicated plans to increase staff. 

Rethinking Annual Performance Assessments

As we near the end of 2024, annual performance assessments are on the minds of many companies. Traditionally, this is a time to reflect on the year and evaluate whether individuals achieved the goals they set back in January. However, if it’s November and you’re just now thinking about performance management, you’ve fallen behind. Companies that prioritize performance are 4.2 times more likely to outperform their peers. Having just one or two formal conversations to determine whether an individual met your expectations throughout the past 12 months sets both you and the employee up for failure. In today’s workplace, building connections and committing to open communication are more important than ever. These factors also play a large role in effectively managing your employees’ performance and progress, as well as their levels of engagement and job satisfaction. If you’re having ongoing performance discussions with your team members all year, it makes the year-end review much less daunting – if necessary at all! Here are a few ways to incorporate performance management into discussions throughout the year, while helping individuals feel more confident and empowered in their roles. Recognize that people want to do well. As a manager, having the right mindset can heavily influence the tone and outcomes of your conversations around performance. Remember: most people really do want to do a good job. It’s important to help your employees clearly understand their role within the organization, provide guidelines around expectations and norms, and offer immediate feedback to course correct or celebrate when needed. Connect their work to the larger goals of the organization to help them understand the bigger picture and better align on company-wide priorities. Connect regularly. Professionals have become accustomed to instant feedback in all areas of their lives, and are often unsettled and stressed by feelings of uncertainty. Frequent check-ins are essential to accurately understand how your team members are feeling about their roles and work. Ask how things are going for them, and how they think they are doing. What makes them proud of themselves? Where do they feel like they’re not doing as well as they’d like? This is a great opportunity to understand if you’re aligned, identify potential disconnects and make any necessary adjustments in real-time. All individuals have a mental relationship and emotional connection with work; it can be a source of stress or a source of inspiration and fulfillment. Focus on what you can do to help them feel powerful, knowledgeable and confident. Listen and build trust. Performance is not a one-way conversation. If you’re the manager, ensure you’re doing just as much listening as you do talking. At the same time, recognize this can only be effective if you’ve built a foundation of trust that enables your team to be honest with you. An employee who trusts their manager has their best interests at heart will understand constructive feedback is coming from a place of tough professional love, with a goal of better meeting business objectives. An employee who doesn’t trust their manager may internalize feedback as their manager preparing to fire or demote them. Creating a safe space for open conversation and a culture where feedback is expected and embraced should be a priority. Break down larger goals. Rather than setting lofty annual goals, break them down into smaller goals with shorter deadlines. What actions need to happen in a certain month to ensure an individual is on track to be successful? Not only does this help goals seem less overwhelming, it also provides clear check-in points to ensure everything and everyone is on track for success. If not, take the opportunity to realign, remove roadblocks and clarify expectations. Be honest and make it about the work, not the person. Feedback – both positive and constructive – is essential in bettering your team and reaching your larger objectives. Often, managers struggle with delivering negative feedback, especially to an otherwise strong employee. However, individuals can’t do better until they know better. Aim to give feedback in a way that separates the individual from the results they’re getting. Clarify that your feedback is not about them as a person, but about their specific actions or approach to a project or situation. By shifting the focus off of them and onto their work, you’re also able to pinpoint actionable steps for improvement in a more objective and less emotionally charged way. Identify areas of disconnect. While many aspects of performance are focused on numbers and metrics, others may be less tangible. Inevitably, there will be a time when you and an employee have differing opinions on how something went. It’s unproductive to debate who is right or wrong, but it is valuable to understand the employee’s perspective, share your own perspective and then understand the disconnect between the two. Ask them to share the reasons why they feel something was successful or unsuccessful. If you feel a different way, don’t negate their feelings. Instead, explain how you see it and why. In addition to providing clear reasoning, this also helps shift the focus to the tasks at hand, rather than the person as an individual, and opens the conversation to discussing how you can be better aligned in the future. After you’ve shared your feedback, look forward and don’t dwell on the past. While annual assessments are likely part of your company’s formal performance review process, they shouldn’t deliver any information an employee isn’t already aware of. By having more frequent check-ins, fostering open and ongoing communication, and breaking down goals, both you and your employees will be well-aligned throughout the year. Additionally, individuals will feel more empowered, confident and satisfied in their work, positioning them for a strong future with your team and company.