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The Human Element of AI Transformation

Discover ways to effectively navigate through AI transformation. Only 4% of companies say they’re creating real value from their AI investments. The key differentiator is how well organizations manage the human side of implementation. 

Download the white paper to explore best practices for taking a human-focused approach as you lead through change.

Recruiter Report: Find the “Perfect” Candidate

Finding top talent remains difficult in today’s labor market. However, holding out for the “perfect” candidate may mean losing out on high-potential individuals that would thrive in the role.

Read our blog post gain insights on redefining what the ideal candidate looks like and share how to take a realistic and future-focused approach to making the right hire.

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Compass 16.3: Onboarding for Long-Term Success

This quarter’s Compass feature article explores strategies for creating a thoughtful and strategic onboarding process to set employees up for long-term success. The newsletter also includes an overview of the industry's current labor market and recent executive-level job changes.

Contingent Workers: Top 8 Mistakes to Avoid

The insurance industry is in a unique labor market, continuing to face a talent shortage, while talk of a looming economic recession continues. In today’s evolving and uncertain economy, temporary talent – whether it’s project-based teams or interim expertise – is often necessary to effectively meet business demands and accommodate shifting needs. If you’re revisiting projects that were shelved during COVID, striving to remain flexible and not committing to additional full-time staff, or simply aiming to take advantage of new opportunities, contract workers are often an efficient and cost-effective solution.  As more and more of our clients consider temporary employees to help meet their business goals, we’ve been providing a few key recommendations to get the most out of these relationships. We’ve also identified the top eight mistakes companies make that can hinder the impact of a temporary team or consultant.  Thinking temporary employees are less qualified than full-time professionals. Many highly trained and qualified workers are choosing contract work for a wealth of reasons, including its flexibility and variety. In fact, the gig economy continues to grow across all industries, with research projecting half the U.S. workforce will be contract workers by 2027. Not considering the many ways interim staff can support business needs. Traditionally, organizations have leveraged interim professionals to cover unexpected vacancies or to assist with backlogs. However, contract workers can impact your business in a number of other ways: Quickly take advantage of new opportunities by using contractors with specific expertise                   who require minimal ramp-up time. Reduce the impact of the tight labor market by hiring skilled workers that fill gaps at any                 professional level, while providing you the time necessary to find the right full-time hire. Implement new technology and leverage contract workers to train your current team on                   processes and best practices without sacrificing service levels. Failing to clearly define needs and goals. Before bringing temporary staff onboard, it’s important to have a clear understanding of what you want to achieve, as well as how you are defining and measuring success. If you’re using a staffing firm, ensure this information is also communicated to them at the onset of a project to ensure everyone’s prioritizing the same goals.  Limiting your talent pool. In today’s environment, many highly-skilled individuals prefer working from home and are less likely to travel for an assignment. If it’s not necessary for an individual to physically be in the office, provide the opportunity for them to work from home. Embracing remote workers provides you with access to a vast network of talent with unique and specialized skill sets. Having unrealistic expectations. Consultants do not always need to check the same boxes as full-time hires to excel at their job. Focus on the expertise, skills and attributes specific to your project’s goals and prioritize a “must have” list, separating additional characteristics into a list of preferences. Not prioritizing communication. Whether it’s with a consultant, project team or your staffing firm, timely feedback and open communication is essential to ensure ongoing success and progress. Speak up if your expectations are not being met or you feel there’s a lack of alignment. Having an ineffective onboarding process. Onboarding temporary individuals is less involved than it is for full-time hires; yet, should still be thoughtful and thorough. Determine the resources, team-specific processes and other information vital for success and include this within your onboarding plan. Identify and proactively remove roadblocks, while ensuring you’re periodically checking in and staying aware of any challenges. Using a staffing firm that isn’t insurance-specific. The ability to quickly and efficiently find qualified individuals with the insurance-specific skills necessary for success is often dependent on your staffing firm. Ensure your partner has a broad network of industry talent to enable you to find the right individuals in a short timeframe. Contract workers and interim project teams can help bridge potential gaps, quickly take advantage of opportunities, and much more, ensuring your team continues to operate as effectively as possible – no matter what comes your way. By being creative, focusing on your goals and committing to consistent communication, you’ll be set up to take full advantage of these relationships and their many benefits. For more on contract work best practices, view our blog posts on ensuring project success and remote onboarding. 

July 2023: Labor Market Pulse

The insurance carriers and related activities sector experienced its third consecutive month of record high employment in June, reaching 2,945,300 individuals. Industry wages are also continuing to rise, with a 6.1% overall increase compared to one year ago.* Meanwhile, the insurance unemployment rate rose to 3.2% last month – the highest the industry has seen since June 2021. Yet, this spike is likely an anomaly, given the industry’s recent wage and employment gains. As we move through the second half of the year, the industry appears to remain largely resilient. We invite carriers to participate in our Q3 2023 Insurance Labor Market Study, conducted in partnership with Aon-Ward, and share their organizations’ expectations for the next 12 months.    AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector increased to 3.2% in June.  The insurance carriers and related activities sector gained 3,200 jobs in June. At more than 2.9 million jobs, industry employment increased by approximately 32,200 jobs compared to June 2022. The U.S. unemployment rate increased to 3.6% in June and the overall economy added 209,000 jobs.   INDUSTRY HIGHLIGHTS On a year-to-year basis, May* insurance industry employment saw job increases in TPAs (up 3.9%), life/health (up 1.8%), reinsurance (up 1.7%), property and casualty (up 1.6%), and agents/brokers (up 1.4%). Meanwhile, job decreases were seen in title (down 10.1%) and claims (down 6.7%). On a year-to-year basis, May* saw weekly wage increases in property and casualty (up 12.3%), title (up 6.5%), TPAs (up 6.2%), life/health (up 5.5%), agents/brokers (up 2.5%) and claims (up 2.2%). Meanwhile, wage decreases were seen in reinsurance (down 3.5%).      BLS Reported Adjustments: Adjusted employment numbers for May show the industry saw an increase of 8,800 jobs, compared to the previously reported increase of 7,200 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.

Recruiter Report: Engaging New Hires Prior to Their First Day

In past editions of Recruiter Report, we’ve discussed many different aspects of the hiring process and best practices for being effective in a virtual environment. However, one topic that has frequently been coming up in our recent conversations with hiring managers is the time after an offer’s been accepted and before the individual’s start date. In this issue of Recruiter Report, we’re focusing on the few weeks following interviews, offers and negotiations and answering the question, “How can companies make new hires feel welcomed and valued prior to their first day of work?” Especially for passive candidates, the space between giving their notice and starting their new role may have them feeling anxious and uncertain. Afterall, they’re often leaving a team and company they’re familiar with and taking a leap of faith into unknown territory. Even small gestures from their new team and company can help alleviate these feelings and make individuals more confident and excited for what’s ahead. Encourage current employees to reach out.  While it’s likely those involved in the offer process have expressed their excitement for a new employee to come on board, encourage others within the organization to reach out as well. This could simply be asking team members to connect with the individual on LinkedIn, having those from throughout the interview process send a quick welcome note, or assigning a buddy to assist with any questions prior to the first day and beyond. These small touchpoints set a positive tone and convey a piece of your company culture, while maintaining a sense of momentum and anticipation. Set them up for a successful first day. In today’s environment, a first day could mean coming into the physical office (whether it’s where they’ll be primarily working or not) or logging in from home. Provide information on when, how and with whom meetings and other onboarding activities will take place. Also ensure any necessary equipment, including laptops, screens, headsets and keyboards are set up in-office or have been delivered to the employee’s home ahead of time to avoid unnecessary delays and technical difficulties.  Schedule a one-on-one with HR.  While more in-depth benefits and logistics questions may be answered during onboarding, provide an opportunity for new hires to connect directly with your benefits team in advance, if they prefer. This can help them gain a better understanding of what your organization offers on a more detailed scale and ease any concerns, outside of what they might have felt comfortable asking during the interview process.  Identify who else lives in or near their community. Even if your organization is fully remote, it’s possible there are other employees working in close geographic proximity to your new team member. Consider if it makes sense to arrange for them to meet face-to-face for coffee or lunch. This provides individuals with a chance to learn more about the company on an informal level, while beginning to build a connection to the organization and its people.  Remember small gestures can go a long way. Whether it’s a hand-written note from their manager or a welcome gift, letting individuals know their new team and company is thinking of them can go a long way in igniting engagement and loyalty. We’ve seen many employers send specialty food items or branded swag such as t-shirts, office supplies or mugs to employees prior to their start dates.  Consider personal welcome calls from leadership.  While hearing from teammates and managers is meaningful, a personal call from leadership is unexpected and further demonstrates the company’s commitment to the individual. The right leader – whether it’s the CEO or a division lead – may vary depending on your company size and the role, yet cultivates the beginning of a meaningful connection with the larger organization. The time between signing an offer letter and starting a new role can bring on many emotions and questions for professionals. By maintaining ongoing communication and being thoughtful in making individuals feel welcome in the time leading up to their first day, you’ll be able to alleviate their concerns and start your relationships off on the right foot.  What are you currently doing to engage new hires prior to their start dates? Share your insight in our LinkedIn poll below. For more recruiting best practices, view our past editions of Recruiter Report.

9 Steps to Prepare for Vacay Mode

Summer is here and if you’re like most professionals, you’re planning to take vacation time to relax and recharge. Taking time off is essential for your physical and mental wellbeing, with studies showing vacations not only contribute to job satisfaction and productivity, but also your overall health. Yet, in today’s always connected environment, many professionals find it difficult to truly disconnect from the demands of the office. If looming deadlines, “urgent” emails and unfinished projects tend to infringe on your time away, these nine steps can help you feel more confident unplugging from the office and less overwhelmed upon your return.   Plan ahead. It’s never too early to start planning. Block your calendar and let your team members and others you regularly work with know when you’ll be away, so project timelines and deadlines can be adjusted as needed.  Prioritize. It’s true, “The work will still be there when you get back.” There will always be more to do and new tasks on your to-do list; in most cases, aiming to finish everything will set you up for failure. Create a list of what absolutely must be completed before leaving for vacation (external deadlines, tasks critical for others to move forward, etc.) and put everything else on a list for when you return, communicating this timing to stakeholders as appropriate. Set and keep boundaries. In a world where Wi-Fi is almost always available and email is likely on your phone, work-life boundaries are often challenging to uphold. Prior to leaving, determine if and when you will be available while away, and communicate this information to your team, manager and others you work with, as appropriate. Manage your inbox. Especially if you prefer an empty inbox, it can be difficult to avoid checking email while away. Help stick to your previously defined boundaries by turning off email and chat notifications on your phone. You may also consider setting rules in Outlook to ensure higher priority emails are flagged, and newsletters and other non-urgent communications don’t build up in your main inbox while you’re away. Prep your backup contact. In addition to identifying a designated backup, set them up for success by clearly aligning on expectations. Discuss what types of questions/issues should be escalated to you while you’re out, as well as the best way to deliver non-urgent updates and information upon your return.    Align with your team. While the extent of your preparation will be dependent on the length of your vacation, spend time capturing and communicating necessary information before leaving. This could be where to find documents, issues that may arise and who to go to for questions. As part of this preparation, ensure you’re also getting team members’ input on what to include, ensuring everyone is aligned and providing you peace of mind.  Facilitate a smooth return. Block a few meeting-free hours for your first day back to catch up on emails and check in with your team. During this time, plan to revisit the to-do list you wrote prior to leaving, and review the non-urgent information captured by your back-up contact. With the right preparation, you’ll have a better idea of where to focus your energy and priorities upon your return.   Provide a clear out of office message. Set an out of office that shares the specific information necessary for people to move forward without you. This includes the dates you will be away, who to contact in your absence (this person may also have the authority to escalate to you if it’s within your set boundaries), and when they can expect to hear from you upon return.  Help others enjoy their own time away. Of course, you won’t be the only one needing to take a break this summer. Be mindful of how you can support your colleagues and respect their set boundaries while they’re away, ensuring everyone is able to return refreshed and at their full professional capacity. No matter where your summer plans take you, the right mindset and preparation can help you get the most out of your vacation days. Now set that out of office and enjoy your time away! 

Being an Effective Collaborator in the Hybrid Environment

More than three years into the pandemic, it’s evident hybrid and fully remote environments are here to stay. However, effective collaboration and teamwork look a little different in the virtual world than they did in the pre-2020 office environment. Stopping by someone’s office or workspace for a question, having informal hallway conversations and making small talk in the breakroom are less possible when individuals are working from different locations. Today, it’s important to be intentional about how you’re building relationships and trust with teammates, while also being respectful of different work schedules and preferences.  Defined expectations, frequent communication and clear boundaries are essential for cultivating a positive team experience. No matter the makeup of your team, here are a few ways to be a valued colleague and collaborator in the current environment. Value your working relationships.  Focus on how you can continually build trust and strengthen your working relationships. Deliver what you’ve promised and communicate if you’re not going to be able to follow through on your commitments. At the same time, create deeper connections by periodically taking a few minutes for more personal conversations with coworkers. Even asking how they’re doing or their plans for the weekend prior to the start of a video meeting can mimic the “water cooler talk” that no longer exists at many companies. Remember co-workers and managers have families and interests outside of work – showing you care helps build a connection that further enhances your working relationship.  Respect others’ boundaries and clearly communicate your own.  It’s likely your team members are working on different schedules and from a multitude of locations. Be clear with your colleagues and manager on your working hours, as well as how they can best reach you. If your team has collectively established specific tools and best practices for working together through the day, uphold those guidelines to the best of your ability. At the same time, be conscientious about others’ work days and avoid scheduling meetings when it’s more difficult for them to be available.  Make the most of meetings. While meetings are often an important part of collaboration, be intentional about how you’re spending everyone’s time. Provide prep docs and meeting agendas in advance, as well as information around the meeting’s goals and desired outcomes. This ensures everyone is as prepared as possible and understands what’s expected of them ahead of time, leading to more impactful and efficient conversations. Be inclusive.  Schedule meetings with participants’ time zones and work schedules in mind. Consider how you can ensure everyone has an opportunity to contribute, especially if some colleagues are together in a conference room and others are dialing in from their home offices. Avoid talking over one another, repeat key points and pause for questions as needed. Additionally, directly ask those who have not had a chance to speak if they would like to contribute. This helps all voices – not just the most outgoing ones – be heard.   Get camera-ready. If your team is primarily remote, communicating only through emails and chat tools can eventually lessen the sense of human connection. During video calls, make it a habit to have your camera turned on when possible and show you’re engaged and actively participating in the conversation. Refrain from checking your phone and email or multi-tasking during this time – similar to how you would behave in an in-person meeting. Participate in face-to-face activities.  Many companies are bringing back periodic in-person events, even if their work environment is fully virtual. Make it a priority to attend, whether it’s a company-wide annual meeting, quarterly team building events or even small get-togethers with those who live close by. There is still value in meeting face-to-face in today’s environment, helping bring to life relationships that have otherwise been cultivated through screens, and creating opportunities to connect with those you may otherwise not have a chance to interact with.  Offer feedback. If something isn’t working, say something. This could be how your team is currently using its collaboration tools, timing of meetings, expectations around preparation, frequency of team interactions or many other factors. Without providing respectful feedback and potential solutions, your manager or other leaders may not be aware of the challenges or inefficiencies you’re experiencing. Especially in work environments that value collaboration, the opportunity to talk through potential improvements will be valued. Effective collaboration and increased team productivity and innovation is possible in today’s environment no matter where individuals are based. By being intentional about building relationships, embracing opportunities to connect and providing feedback, you’ll set yourself up to be a valued contributor, collaborator and teammate. 

Securing Strong Leaders for a Successful Future

The insurance industry has been in a state of transformation throughout the past three years. We’ve experienced the height of a global pandemic, the most challenging labor market on record, and now, what looks like the beginning of a more stable future. Leaders have managed through the shift to fully virtual environments, “the Great Resignation” and evolving employee/employer relationship dynamics. As insurers define their future expectations and adjust to post-pandemic norms, having the right leadership in place is essential.  However, the roles of today’s executives have evolved, as they are not only responsible for owning business strategy and priorities; they must also visibly demonstrate corporate values and culture in environments that are largely virtual. At the same time, the ability to inspire productivity and innovation, while fostering a sense of loyalty across multiple locations, personalities and time zones is essential. Whether you’re recruiting for this talent or building it from within, it’s vital to retain and grow leaders by not only offering competitive compensation, but also being intentional with development opportunities; cultivating a sense of meaning and purpose; and providing flexibility in where, when and how work gets done.  Embrace changing expectations.The pandemic has played a unique role in transforming business as we know it. Previously, employee attitudes and expectations have largely ebbed and flowed along with the health of the economy; however, the pandemic has caused a fundamental shift in professionals’ values and priorities. Despite a looming recession, it’s unlikely some of these sentiments will change – especially around desired flexibility and work-life balance. Currently, 92% of insurers are offering hybrid work options; those that maintain rigid requirements are likely to lose out on top talent – regardless of salary. Be thoughtful with in-office work and grant flexibility in hours and locations when possible, encouraging those at the helm to lead by example and set the tone that permeates throughout all organizational ranks.  Provide support for success.Many of today’s leaders have never had formal training around managing and motivating teams within virtual and hybrid environments. However, being able to foster connections and engagement across locations and varying work styles may not come naturally – and successful in-person tactics do not always directly translate. Ensure you’re providing the tools, coaching and support to help individuals hone their management styles to be effective in the current environment. This not only increases team productivity, but also contributes to engagement and retention across the entire organization. Emphasize emotional intelligence.Emotionally intelligent leaders are more likely to have strong internal relationships, contribute to productive problem-solving and effectively work through conflict. The ability to have difficult and respectful conversations – especially in virtual settings, where physical cues and body language are minimized – often sets the greatest leaders apart. Organizations may consider providing formal emotional intelligence training, while encouraging ongoing practice and growth at all levels, including middle management and individual contributors.  Take a comprehensive approach to retention andsuccession planning.The industry’s workforce is aging, with 25% of insurance professionals aged 55 and older. However, 38% of insurers have no formal succession plans in place. While CEO and executive-level succession planning is a key focus for most organizations, it’s also important to think past the top-tier of leadership and into director and middle management roles. Identify your high potential employees and consider how they can be given the exposure, growth opportunities and challenges that can mold them into tomorrow’s executives. Encourage transparent and ongoing communication in the form of “stay interviews,” and create clear career paths to ensure your goals remain aligned to their professional aspirations. As the industry settles into new ways of working, strong leadership and a focus on the future is essential. By focusing on growing and engaging leaders, while offering support, flexibility and development opportunities, you’ll be best positioned to attract and retain the talent that will move your organization forward.  

Health Highlights: Q2 2023

As we move through 2023, talent continues to be in high demand within the healthcare space. At Jacobson, our team regularly speaks with leaders across all areas of health insurance, gaining perspective into evolving talent needs and challenges. From expanding government programs to achieving quality goals and more, talent is a key factor in driving healthcare organizations forward. Below are a few current areas of focus.  Medicaid Expansion The percentage of individuals who lacked health insurance reached an all-time low in early 2022, largely due to increases in Medicaid coverage under the Public Health Emergency. However, as Medicaid disenrollments resume following the PHE’s recent end,  as many as 17 million individuals are at risk of losing their state-funded coverage. It’s important for state plans to have the right talent and strategies in place to communicate eligibility to those affected, while also best serving their members and returning to pre-COVID operations. For private plans and exchanges, additional resources will be necessary to best support the PHE’s unwinding and expand their Medicaid offerings; yet the continued talent shortage is making this difficult. Spotlight on Quality DepartmentsMany organizations continue to focus on gaining market share, fueled by maintaining a good standing with different quality measurements. In our Q1 2023 Insurance Labor Market Study, conducted in partnership with Aon plc, 50% of life/heath insurers planning to add staff this year were doing so to improve service delivery. Quality care and case management, along with a positive customer experience are paramount. However, along with understanding the intricacies of different programs such as HEDIS and Stars, it’s also vital to have internal resources who are thoughtful about putting best practices into action.  Ability to Interpret and Leverage DataTechnology roles remain in the highest demand across all lines of insurance. Data is becoming increasingly available and effectively interpreting and leveraging its insights is key. Organizations seek professionals with a rare blend of abilities to not just uncover relevant findings, but also communicate and apply this information to maintain quality and optimize pricing. Effectively utilizing and presenting data is a craft and requires multi-talented individuals who are innovative in driving business forward.  Increased Mid-Level Talent GapAmid the talent shortage, entry-level positions have become a gateway for growing a pipeline of health insurance professionals. We’re seeing organizations initially hire people as contractors, and then move them into other departments when and if they prove themselves.  Career paths and professional trajectories are also moving at an accelerated pace. In today’s market, it’s not uncommon for health insurers to fill positions with individuals who don’t have the education and training necessary to fulfill the organization’s actual need. Promotions have become more frequent, often stretching individuals beyond their capabilities and pushing them to leverage their new titles elsewhere. As a result, the mid-level talent gap is broadening even further. When leaders consider who they can move into a role, it’s also vital to pinpoint how they will provide the tools, education and mentorships for those individuals to be successful.  As health plans face new challenges and opportunities for growth, having the right talent in place will be essential to remain competitive. In the midst of the talent shortage, finding the right individuals with unique skill sets and specific expertise is often a prime differentiator. Intentional and strategic talent strategies are key in coming out ahead in the second half of 2023 and beyond. 

June 2023: Labor Market Pulse

We’re experiencing continued job growth as we reach the mid-point of 2023. The insurance carriers and related activities sector added jobs for the third consecutive month, reaching a new high watermark of 2,939,200 in May. The industry’s unemployment rate increased to 2.5%; however, it’s likely this will fall in the coming months, consistent with a previous spike in December 2022. At the beginning of the year, 67% of insurers shared they planned to hire in 2023, according to our most recent Insurance Labor Market Study. Hiring seems to be picking up, with job openings within the larger finance and insurance sector increasing by roughly 60,000 between March and April*. Overall, the industry remains strong going into the summer months.   AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector increased to 2.5% in May.  The insurance carriers and related activities sector gained 7,200 jobs in May. At roughly 2.9 million jobs, industry employment increased by approximately 33,700 jobs compared to May 2022. The U.S. unemployment rate increased to 3.7% in May and the overall economy added 339,000 jobs.   INDUSTRY HIGHLIGHTS On a year-to-year basis, April* insurance industry employment saw job increases in TPAs (up 3.4%), property and casualty (up 1.6%), life/health (up 1.4%), and agents/brokers (up 1%). Meanwhile, job decreases were seen in title (down 11.2%), claims (down 9.9%) and reinsurance (down 0.7%). On a year-to-year basis, April* saw weekly wage increases in property and casualty (up 10.5%), title (up 7.4%), life/health (up 6%), TPAs (up 5.5%), and agents/brokers (up 1.5%). Meanwhile, wage decreases were seen in reinsurance (down 2.9%) and claims (down 2.9%).      BLS Reported Adjustments: Adjusted employment numbers for April show the industry saw an increase of 13,900 jobs, compared to the previously reported increase of 15,000 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.

Jacobson Employee Spotlight – Q2 2023

Jacobson Employee Spotlight – Q2 2023

At The Jacobson Group, we believe that our employees are the driving force behind our success. This quarter, we are thrilled to highlight three exceptional team members who embody our values and contribute to our mission. Read on to learn more about them. K'LAH YAMADA Researcher, 2 years at Jacobson Hometown: Aurora, Colorado Alma Mater: Colorado College Describe Your Role: I am a researcher for our temporary staffing solutions. I use various job boards and databases in order to find the best candidates for the position. Favorite Dessert: Cheesecake with fresh strawberries Random Fact: I love musicals! Last Song You Listened To: "Horses" by Maggie Rogers Favorite Sports Team: I am an avid fan of the Colorado Avalanche.  One Thing That Recently Made You Smile: Seeing my two dogs cuddling together JACK WALSH Managing Director, 1 year at Jacobson Hometown: Elmwood Park, Illinois Alma Mater: Milikin University Describe Your Role: As a managing director, I help life insurance organizations find the leaders they need to drive their business forward.  Favorite Movie: Braveheart Jacobson in Three Words: Teamwork, Culture, Excellence Last Song You Listened To: "Logo Te Pate" from the Moana soundtrack (my son is obsessed) Favorite Book: "Can't Hurt Me" by David Goggins One Thing That Recently Made You Smile: Watching my older son Jack sing "O My Darling Clementine" to my younger son Logan Random Fact: I have been both skydiving and bungee jumping. Weirdest Job You Have Ever Had: Working at the famous Gene and Jude’s in River Grove slinging hot dogs (don’t ask for ketchup!) View previous editions of our Employee Spotlight here. For monthly Employee Spotlights, follow our Facebook page.

2023 Mid-Year Underwriting Talent Trends Guide

Amid ongoing economic uncertainty, a continuing candidate's market and shifting priorities, today's underwriting leaders are facing new talent challenges and opportunities. From the growing importance of virtual management skills, to a renewed focus on development and growth opportunities, we are seeing multiple trends unfold in 2023. Download our guide to learn about the underwriting trends the industry must prepare for in 2023.

Job Postings: A Checklist

A job posting is often a potential candidate’s first exposure to a role. In today’s environment, insurance job openings are abundant, making it essential to cut through the noise and resonate with the right individuals. If you’re included within the 67% of insurers planning to hire this year, the below checklist can serve as a valuable guide to ensure your posting is as compelling as possible.  Will it connect with candidates? Write your post through a candidate’s lens and focus on what is most important to them. Highlighting the role’s impact on the company, clients and community is more likely to pique interest than a list of daily tasks and responsibilities. Are all of the listed requirements vital for success? While it can be tempting to list all of the attributes and experiences your ideal candidate would possess, distill your post down to the ones that are most essential to the role. If something can be learned on the job or won’t directly impact their ability to succeed, it’s often best to remove it.  Does it focus on skills? Especially in today’s continually evolving environment, transferable skills are key to an adaptable and agile workforce, even more so than experience. For example, rather than mandating five years of management experience, focus on the skills you’d expect someone to have acquired within that timeframe – such as leadership, problem-solving and coaching. Is it easy to read and/or skim? According to LinkedIn, the average individual spends 14 seconds deciding whether to keep reading a job post or to move on. Use white space, headers and bullet points to your advantage, ensuring position highlights aren’t hidden within long paragraphs of text.   Is it inclusive? Gendered language, limited geographic locations, and specific past experiences and educational requirements can exclude or discourage otherwise qualified candidates. Avoid potentially polarizing terms by running your posts through online tools and having trusted individuals with various perspectives review your posting prior to pushing it live. Did you include commonly searched keywords? Similar to how you may scan applicant resumes for keywords, job seekers are doing their own searching and scanning. While it’s not necessary to pack in every potentially relevant term, do make sure your post will be found within standard search results.  Does it reflect your company’s personality, culture and values? Be creative with your job postings to better showcase your organization and the role. Even if you aren’t specifically telling the reader about your culture or corporate values, they’re indirectly conveyed through how the post is written and its chosen areas of focus.   Is it grammatically correct and error-free?Prior to pushing publish on your post, give it one final review to ensure all grammar, spelling and sentence structures are correct. This sets the tone for the rest of the recruiting process – ensure you’re starting off on the right foot.   This checklist will help create a strong foundation for your job posting; however, if your post isn’t gaining the traction you’d intended, or if it’s primarily attracting applicants who are not right for the role, continue to make tweaks and refinements. For more, view our post, “Creating Compelling Job Postings.”