Insights

Latest Insurance Talent Perspectives

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.

Explore Our Full Thought Leadership Library

  • Reset

Remaining Professional in a Candidate’s Market

Insurance unemployment remains low, job openings are at an all-time high, and organizations have record-breaking hiring goals. Even if you’re not actively job searching, it’s likely recruiters are reaching out to share potential opportunities with increasing frequency. While we’re currently in a candidate’s market, how you handle these interactions – regardless of your intent to make a move – is a direct reflection of your personal brand. Here are a few ways to ensure you’re representing yourself in a positive light and further establishing your professional presence within the industry. Respond to outreach. Even in today’s market, with its increased turnover and abundant opportunities, building relationships and remaining professional is essential. When you’re approached with a position that doesn’t interest you or isn’t in line with your larger career plans, let the recruiter or hiring manager know upfront, rather than ignore their outreach. Consider it an opportunity to build connections within the industry and share the kind of future opportunities that may be better aligned with your long-term goals. You may also know individuals within your network who would be an ideal fit to recommend for the role. Put thought into your interviews. Be respectful of all involved parties’ time, schedules and efforts. While virtual meetings have become the norm for initial interviews, treat them with the same formality you would an in person meeting. This includes logging in early to troubleshoot potential technical difficulties, dressing professionally and being prepared with insightful questions. Silence email notifications or other distractions and avoid looking at your phone, remaining engaged throughout the conversation. Following the interview, send those you spoke with a follow up thank you email or LinkedIn message. Remain gracious, regardless of an interview’s outcome. If you are not offered a role, politely inquire about what you could have done differently and ask to keep in touch for future opportunities. Remain realistic. It’s no secret salaries are rising across all industries. If you’re not actively searching, it may be tempting to provide recruiters with an unrealistic salary range just to “see what happens.” However, keep in mind these salary expectations will likely stay attached to you when other opportunities arise within that company or recruiting firm, potentially taking you out of the running for your future dream role. Salary will always play a large role in total compensation; however, there’s more to career satisfaction than money. In fact, 20% of individuals who switched jobs during the pandemic are now experiencing regret according to a recent Harris poll. Be honest. Sincerity is key in today’s market. If you are actively or even passively searching, spend time determining what you are looking for in your next position and be transparent in communicating those expectations throughout the interview process. This could include a firm and realistic salary range, paid time off, professional development opportunities, defined career paths and more. Look at the full total rewards package a company is able to offer, as well as potential flexibility, team dynamics and overall culture. If you’re excited about an opportunity, but the compensation isn’t where you need it to be, share your concerns and strive to reach an offer that is desirable for both you and the employer. At the same time, if you determine a role is not the right fit, let the hiring manager know as soon as possible. Make a graceful exit. If you receive an offer you can’t refuse and choose to accept a new position, be thoughtful in how you discuss your decision with your current employer. Keep the conversation positive and if appropriate, let them know how the new role meets your career goals and objectives. Avoid listing grievances or complaints; if truly relevant, this should have been discussed far earlier in your tenure. Your goal should be to leave in a way that makes you re-hirable in the future. New positions could become available, or your manager could move departments or companies. Leave on a positive note and avoid burning bridges. Focus on the future. The insurance industry is small and currently experiencing increased movement. Many recruiters, hiring managers, past supervisors and colleagues will move to new companies or be promoted within their current organizations. It’s likely your paths will cross again whether it’s at conferences and industry networking events, as colleagues, or in a recruiting capacity. How will they remember your interactions? What might they say about you to other professionals? Ensure you’re thinking and acting through a long-term lens. The talent marketplace will continue to ebb and flow. Consider where you want to go in the greater scope of your career and how you can continually set yourself up for success. By focusing on having honest conversations and building connections, you can further establish your professional presence and positively impact your personal brand in the current candidate’s market.

Insight on Today’s Pressing Talent Questions

The talent landscape continues to shift and present new challenges for insurance leaders. From the abrupt adoption of remote work and a focus on contingency planning at the start of the pandemic to the current “Great Reshuffle” (and potentially “the Great Regret”), ongoing evolution and real-time learning have been key themes throughout the past two-plus years. Currently, the industry is in one of the most challenging recruiting climates we’ve ever experienced. As a result, our team has been frequently sharing our unique perspective on a variety of topics with clients and other insurance leaders, industry publications and association partners. We’ve compiled a few of the most common questions our thought leaders are answering in the below Q&A. We hope you find their insight valuable as you move forward with your talent plans and an evolving state of “normal.” Q: What are some of the main challenges of remote leadership and how can managers be most effective? A: The role of a leader is continuing to evolve to best accommodate changing employee needs in virtual and hybrid environments. As organizational culture and work environments are redefined, managers must be committed to connecting their team members with each other, as well as the larger organization. Creating a sense of connection and shared culture that transcends locations is vital and must be approached intentionally and proactively. At the same time, management teams are having more frequent conversations around behavioral health. Insurers are reevaluating the need for EAPs while equipping their leaders with the tools and training to best respond to employee concerns and challenges. Individuals adopted several new normals – both personally and professionally – during the pandemic and leaders are working to identify ways their teams can move forward most effectively while providing ongoing support. Q: Are insurers feeling the impacts of “the Great Reshuffle”? How can they come out ahead? A: Most insurers are experiencing recruiting difficulty and increased movement among their teams. In response to this “Great Reshuffle” of talent, it’s important to rethink employee retention and professional development strategies. “Stay interviews” can help managers better gauge their employees’ current job satisfaction and gain alignment on what it will take to keep those individuals with the company. Encourage candid and transparent conversations around whether your employees’ needs are being met and what they desire in a long-term role. Ensuring individuals are being compensated fairly is also crucial to retention. What would they receive if they interviewed for a similar role at another company? What else can you offer that may encourage them to stay? Proactively evaluate how you can gain employees’ loyalty, rather than wait to make a counteroffer when it is already too late. Q: Given recent retirements and the ongoing movement of talent, how can insurers grow and develop individuals to move the company forward? A: While most managers recognize the importance of technical skills, one of the areas often overlooked in career development plans is leadership and interpersonal skills. Given today’s accelerating retirements and increase in voluntary turnover, it’s important to identify your high potential employees, pinpoint their strengths and areas for growth, and create customized plans to set both them and your organization up for success. This will look different depending on each organization. Even for companies that do not have formal HR-run leadership development programs, identifying the traits and interpersonal skills that are valued within your organization and providing training around them should be a priority. By integrating these skills into professional development plans – even at the more junior levels – insurance organizations will not only build future leaders, but also more effectively retain their high potential employees. Q: What are you seeing in terms of salary expectations in the current market?   A: To stay competitive, employers must review their compensation plans and ensure they’re at market value. As the demand for talent increases, so are candidates’ salary expectations; yet, many organizations are still calibrating to the current market. According to the BLS, insurance industry salaries have risen by nearly 8% since the start of the pandemic. Most active candidates are receiving two or three offers in today’s market, making it vital to present your best and highest offer to avoid missing out on top talent. While salary will always be important, other forms of compensation such as paid time off and performance bonuses can carry substantial weight in a comprehensive plan. Money alone will not ensure long-term job satisfaction, as evidenced by the emergence of “the Great Regret.” Continually seek feedback from employees about their current compensation and focus on how you can best meet their needs. 

2022 Underwriting Trends Guide

Learn which upcoming trends will drive the underwriting industry forward this year. Insurers are continuing to experience the most competitive labor market in recent history. From intensifying recruiting difficulty to shifting candidate expectations, the underwriting function must adapt to a changing industry.

Health Highlights: Q2 2022

The health insurance industry is facing a number of unknowns while continuing to evolve in the pandemic’s wake. Our team has frequent conversations with health insurance leaders across the country, keeping a pulse on how they are preparing for the unexpected, while accommodating the needs of both their employees and members. Below are a few key areas that are on our radars as we approach the second half of 2022. Increased Demand for Health Insurance TalentThe insurance industry as a whole is experiencing one of the most challenging labor markets in history. Sixty-five percent of life/health insurers plan to add staff this year, according to our recent Q1 2022 Insurance Labor Market Study, conducted in partnership with Aon, plc. The majority of those planning to grow their headcounts say it’s due to anticipated increases in business volume. However, while additional staff may be needed to meet these business needs, recruiting is at its most difficult level in the study’s 13-year history. Finance and insurance job openings reached a peak at the beginning of the year, while insurance unemployment remains low, reflecting a significant lack of available talent. Health insurers must evaluate how they’re attracting and retaining talent at all levels to remain successful and meet increasing demands. Need for Behavioral Health SupportProfessionals’ behavioral health has also been impacted as they cope with the effects of the pandemic. A recently published study by The Hartford found nearly three-quarters of employers believe employees’ mental health is impacting their company’s financial performance. The percentage of workers who report feeling depressed or anxious at least once per week has increased from 20% in 2020 to 34% in 2022. Additionally, there is a notable disconnect around the perceived stigma of mental health: 82% of employers feel their work environment inspires dialogue around mental health, compared to less than half of employees. At the same time, fewer companies are offering Employee Assistance Programs to support their staff. While this is an industrywide issue, health insurers have been at the forefront of this space, with many proactively evaluating their wellness plans and their effectiveness, as well as acknowledging behavioral health’s place in an inclusive work environment. New Areas of Focus for LeadershipAs a spotlight is placed on behavioral health, there’s also a need for health insurers to effectively train their leadership teams and managers to communicate available resources, while also demonstrating empathy that transcends across hybrid and virtual environments. Many managers have well-developed technical skills, but may feel uncomfortable engaging in transparent conversations about employees’ concerns, stressors and overall job satisfaction. Training on interpersonal skills and emotional intelligence will likely become more common as managers navigate shifting employee needs and behaviors. Impending End of Public Health EmergencyThe COVID-19-related public health emergency (PHE) was renewed until July 15, meaning July 31 is the earliest potential end date for continuous Medicaid enrollment. However, it could extend into October if a 60-day notice is not given by May 16. Although the PHE end date continues to shift, just 27 states have plans in place for prioritizing outstanding eligibility and renewals, according to a Kaiser Family Foundation survey. Medicaid/CHIP enrollment has increased by nearly 16 million individuals since the start of the pandemic – for many states it has been the largest enrollment period since the Affordable Care Act. Once the PHE expires, many of these individuals will lose their state-funded coverage and need to move to an exchange or private plan. Insurers that work with Medicare/Medicaid must be prepared to quickly staff call centers and proactively capture new memberships, while addressing inquiries and providing the best customer experience possible. Emphasis on Risk AdjustmentThere’s also a continued emphasis on risk adjustment as insurers work to optimize their models and account for the impacts of COVID-19. Roughly 40% of Americans delayed medical treatment during the summer of 2020, according to a U.S. Census Pulse Survey. Collection and interpretation of data will remain vital for risk adjustment, yet may not tell a patient’s full story. For instance, it’s estimated risk scores for Medicare Advantage beneficiaries were 9.5% higher in 2020 than for similar beneficiaries in traditional Medicare, resulting in an overpayment of roughly $12 billion. As plans work to achieve more accurate and holistic programs, it may be necessary to bring in additional data analytics experts to support and evolve contracting partnerships and renewals. New services and specific healthcare inclusions for the population and members you are serving (such as behavioral health services) could lead to more optimum coverage, reduce overall costs and result in the best possible care.As employee and member needs continue to evolve and health insurers position themselves for success in the aftermath of COVID-19, maintaining a sense of transparency and adaptability is essential. Being prepared for shifts in Medicare/Medicaid and focusing on the health and well-being of your team are key in effectively moving forward. For more Health Highlights, click here.

May 2022: Labor Market Pulse

April saw strong job growth in the insurance labor market with the addition of nearly 20,000 jobs, according to the Bureau of Labor Statistics. Unsurprisingly, the unemployment rate for insurance carriers and related activities continued its steady decline since February, dropping to just 1.4% in April. Unemployment held steady at 3.6% for the overall U.S. economy, hitting 15-months of steady job growth. With reports wage growth isn’t keeping pace with rising inflation, we’re continuing to see many clients rethink their compensation and overall retention strategies. For more on comprehensive retention strategies, view our latest white paper: Retaining Top Talent in Today’s Competitive Labor Market. AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector slightly decreased to 1.4% in April.  The insurance carriers and related activities sector added 19,700 jobs in April. At roughly 2.8 million jobs, industry employment increased by approximately 33,800 jobs compared to April 2021. The U.S. unemployment rate stayed at 3.6% in April and the overall economy added 428,000 jobs.   INDUSTRY HIGHLIGHTS On a year-to-year basis, March* insurance industry employment saw job increases in title (up 6.1%), claims (up 3.4%), agents/brokers (up 2.8%) and TPAs (up 0.8%). Meanwhile, job decreases were seen for reinsurance (down 3.6%), property and casualty (down 2.5%), and life/health (down 1.2%).  On a year-to-year basis, March* saw weekly wage increases in all categories: claims (up 8.7%), life/health (up 4.5%), TPAs (up 4.3%), title (up 3.7%), agents/brokers (up 2.8%), property and casualty (up 2.8%), and reinsurance (up 0.7%).      BLS Reported Adjustments: Adjusted employment numbers for March show the industry saw a decrease of 2,200 jobs, compared to the previously reported decrease 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 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.

Traits and Behaviors of the Most Effective Directors

As insurance organizations continue to evolve in this ever-changing business climate, so does the role of its board of directors. Often selected with a strategic purpose in mind, each board member plays a distinct, essential role in effective governance.

Compass 15.2 Retaining Top Talent in Today’s Competitive Labor Market

This quarter’s Compass feature article explores comprehensive strategies for effectively retaining engaged and loyal teams in today's challenging environment. The newsletter also includes an overview of the industry's current labor market and recent executive-level job changes.

Boardroom View 4.1: Traits and Behaviors of the Most Effective Directors

As insurance organizations continue to evolve in this ever-changing business climate, so does the role of its board of directors. Often selected with a strategic purpose in mind, each board member plays a distinct, essential role in effective governance. This issue's feature article highlights several behaviors that help set the best directors apart.

Attracting and Retaining Gen Z in Today’s Labor Market

For years, the insurance industry has explored how to best recruit and engage young professionals. Millennials have long been the focus of these conversations; yet, the oldest Millennials are now in their early 40s and stepping into more senior- and executive-level roles. Generation Z is the newest generation to enter the workforce and brings its own distinct characteristics, work styles and expectations. As the industry continues to age and retirements increase, attracting this young talent and growing them into future organizational leaders is essential. Our recent Q1 2022 Insurance Labor Market Study found nearly a quarter of carriers are planning to add entry-level staff and three-quarters are planning to add experienced staff this year. Effectively recruiting members of Generation Z and developing them into more experienced and senior-level professionals should be a central part of insurers’ talent strategies, especially in today’s competitive market. Our most recent issue of Compass, shared insights on Generation Z, as well as how insurers can best engage this unique generational cohort. Below are a few key areas of focus for developing a comprehensive talent strategy that resonates with these young professionals. While these are generalizations and may not be inclusive of all members of Generation Z, they are common characteristics that can help serve as a guide. Growth and Development Members of Generation Z are generally ambitious and driven, making it important to demonstrate your commitment to their career development and progression. Provide exposure into various areas of the business, be proactive in identifying their interests, and create individualized professional development plans to meet their goals, while highlighting how you’ll support them along the way. Innovation Gen Zers view flexibility, adaptability, creativity and empathy as the most important characteristics of a successful company. While insurance may not traditionally be thought of as an innovative industry, many insurers are launching new programs and initiatives to best meet evolving customer and employee demands. Emphasize recent modernization efforts and communicate how your organization is continuing to adapt to meet changing needs and involving employees in the process. Efficient Technology Gen Zers have always had technology at their fingertips and expect convenient and streamlined tools, especially in a largely virtual environment. Evaluate your current processes and programs to ensure all professionals are able to be as productive as possible. Additionally, make sure to leverage tools such as video conferencing and instant messaging to help members of Gen Z feel more connected to their colleagues, even if they have never met face-to-face. Flexibility At this point in the pandemic, employees across all generations seek flexibility in terms of where and how they work. However, while Gen Zers are comfortable working in a virtual environment and desire the ability to work autonomously, they also value in-person connections. Work with your young employees to understand each individual’s unique preferences, recognizing that distractions at home and feelings of isolation may weigh on their ability to be productive more than other generations. Diversity, Equity and Inclusion As the most diverse generation in the workforce, members of Generation Z expect to work with teams that span a variety of backgrounds, ethnicities, cultures and more. In fact, 69% of Gen Zers said they would be more likely to apply for a job that reflects a diverse workplace in its recruiting materials. Communicate your commitment to diversity at all levels of your organization, while ensuring your recruiting and employee development programs are inclusive and equitable. Mental Health Generation Z is more likely than any other generation to be open about mental health challenges, even reaching out to employers for support. Nearly half of Generation Z adults said their mental health has worsened during the pandemic and 46% believe the pandemic has made it more difficult to pursue career or professional goals. Organizations should make an effort to normalize these feelings and provide access to resources and tools for assistance. Engaging and growing young professionals is vital to the success of any organization. Read the full article to learn more about Generation Z and ways your organization can best resonate with this young talent and gain their long-term loyalty.

April 2022: Labor Market Pulse

The insurance labor market remains incredibly tight, with a slight drop in unemployment and the loss of 1,400 jobs in March. Unemployment also fell for the overall U.S. economy, which has seen a 14-month streak of steady job growth. Job openings within the larger finance and insurance sector remain relatively high; yet, the industry continues to lack available talent to fill these open roles. Wages have increased year-over-year in all insurance categories and insurers are having to get creative with their talent acquisition and management strategies, including navigating counteroffers and building total rewards packages that complement individuals’ driving motivators. The fight to attract and retain talent persists amid the most challenging labor market in recent history. AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector slightly decreased to 1.5% in March.  The insurance carriers and related activities sector lost 1,400 jobs in March. At roughly 2.8 million jobs, industry employment increased by approximately 3,700 jobs compared to March 2021. The U.S. unemployment rate decreased to 3.6% in March and the overall economy added 431,000 jobs.   INDUSTRY HIGHLIGHTS On a year-to-year basis, February* insurance industry employment saw job increases in claims (up 9.4%), title (up 6.3%), agents/brokers (up 2.9%) and TPAs (up 0.8%). Meanwhile, job decreases were seen for reinsurance (down 4.7%), property and casualty (down 3.2%), and life/health (down 1.6%).  On a year-to-year basis, February* saw weekly wage increases in all categories: life/health (up 5.8%), claims (up 4.8%), TPAs (up 4.1%), title (up 3.7%), reinsurance (up 3.3%), agents/brokers (up 2%), and property and casualty (up 0.7%).      BLS Reported Adjustments: Adjusted employment numbers for February show the industry saw an increase of 3,300 jobs, compared to the previously reported increase of 6,300 jobs. The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS 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: Navigating Counteroffers

We’re in one of the most challenging recruiting climates in decades, making it more important than ever for insurers to hone their hiring and retention strategies. In our conversations with hiring managers, as well as in our own experience as recruiters, we’re seeing an uptick in counteroffers from candidates’ current employers. Considering 72% of insurers are planning to hire this year, counteroffers will likely become even more prevalent. In this edition of Recruiter Report, we’re sharing insight on a pressing question: How can organizations most effectively handle counteroffers? Understand the current recruiting environment. The insurance labor market continues to tighten, with unemployment remaining low and job openings at an all-time high. Additionally, according to our Q1 2022 Insurance Labor Market Study, conducted in partnership with Aon plc, overall recruiting difficulty is at a peak, and positions within all insurance functions have become more challenging to fill in the past year. There is simply not enough qualified talent to meet insurers’ current needs and as a result, traditional processes must be reimagined to remain competitive. Prepare for increasing candidate expectations. In a past Recruiter Report, we shared how COVID-19 and the remote environment has impacted candidates’ expectations of an employer and role. Along with flexibility in hours and work location, salary expectations are continuing to rise. Candidates are in the driver’s seat and interviewing employers as much – if not more so – than employers are interviewing them. Anticipate that active candidates will receive two to three additional offers in today’s market and ensure you’re using the interview process to sell the role and your company. Focus on how you will meet their needs, while emphasizing long-term career progression and development opportunities. Be direct throughout the recruiting process. Ensure you’re continually asking candidates questions around what it will take for them to accept an offer and are clear on their expectations. It’s common for professionals to change their compensation requirements as they move through the recruiting process. Having frequent and direct conversations will help avoid surprises when you’re ready to extend an offer. Additionally, make sure you’re moving quickly and outlining next steps and anticipated timing to avoid losing interest and momentum. Expect a counteroffer. While counteroffers from candidates’ current employers may have been less frequent prior to the pandemic, they should be anticipated in the current environment. Build a hiring strategy that accounts for this new reality. If you’ve maintained transparent communication with candidates, you should have a clear idea of what they require to make a move. Leverage this information as you develop your offer and compensation package, striving to present your highest offer first. Consider the following questions: What can you offer that their current employer cannot? What might they be receiving as offers from other companies? A slight change in salary is easy to counter and often existing familiarity and comfort will weigh in the current employer’s favor. Don’t be afraid to go high and provide an offer the candidate can’t resist. Focus on retaining your current team. While you navigate counteroffers within the hiring process, it’s likely your current employees are simultaneously being recruited by your competitors. Acknowledge this and consider how you can secure their loyalty within your team and company. Ask how they feel about their current position and compensation. Understand whether they’re happy and what would cause them to entertain leaving your organization. With clear and open communication, it’s less likely you’ll be blindsided. At the same time, if you are considering making a counteroffer to keep an employee, consider the long-term impacts. According to research, 57% of employees who accept a counteroffer end up leaving their employer within two years. Counteroffers are a very real and prevalent part of today’s recruiting environment. By anticipating them within your recruiting strategy and ensuring you’re presenting strong initial offers, you’ll be best positioned to hire qualified talent in the competitive market. For insight on other pressing questions we’re discussing with clients, view past editions of Recruiter Report.

Q1 2022 Insurance Labor Study Results: Record High Percentage of Insurers Plan to Hire

Job openings reached an all-time high in January, retirements are accelerating, and new roles are continuing to emerge within the industry. "A candidate’s market” has never more accurately described the insurance industry’s recruiting climate. According to our recent Q1 2022 Insurance Labor Market Study, conducted in partnership with Aon plc, 72% of insurers are planning to increase staff this year — a record high percentage and a 16-point increase from July 2021's study. If you’re looking to make a career move within the industry, now is an opportune time to start exploring your options, refresh your resume and ensure you’re prepared if your dream job presents itself. As the industry experiences the most intense labor market many have ever seen, candidate expectations are setting the tone and driving the market. With a current industry unemployment rate of 1.8% and a record number of open finance and insurance jobs, talent is being pursued aggressively and savvy insurers are focused on how they can best meet shifting needs to increase fill rates and retention. According to our study, anticipated growth in business volume is the primary reason to add staff. Three-quarters of insurers seek experienced professionals, followed by 24% who aim to hire entry-level employees. Operations and claims are the functions most likely to hire entry-level individuals, at 45% and 33% respectively. Technology roles continue to be the most in-demand, followed by claims positions. Overall recruiting difficulty is now at its highest level in the study's 13-year history. Every functional area was reported more challenging to fill than one year ago. Not surprisingly, technology roles continue to be the most difficult, followed by actuarial and analytics, respectively. As recruiting becomes more challenging, the use of temporary staff is also increasing. The majority of insurers plan to maintain their current use of temporary employees and 19% plan to increase their temporary staff in 2022. This is the largest demand for temporary staffing in the study’s history. As you explore opportunities within the industry, consider what you need from an employer and the roles and organizations that best match those needs. As offices reopen, the majority of insurers plan to offer flexible work options. Eighty-nine percent plan to offer hybrid work and 45% will allow employees to work remotely full-time. Geography is becoming less of a limitation and enabling candidates to broaden their job searches without entertaining relocation. The Q1 2022 Insurance Labor Market Study took place from January 12 through January 30, 2022, with participation from insurance carriers across all industry sectors. The semi-annual survey collects and examines data on insurance industry hiring, as well as revenue trends and projections. For more insight on the industry’s hiring plans and additional labor market details, view the full report.