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Latest Insurance Talent Perspectives

Building and Maintaining a Strong Employer Brand

In today’s competitive labor market, a strong employer brand is a key differentiator in recruiting top talent, reducing costs, enhancing the candidate pool, and retaining high performers by instilling pride in their roles and company. 

View our latest white paper for tips to ensure your company represents itself as an employer of choice.

Q3 2024 Insurance Labor Market Study Results

The Jacobson Group and Aon conduct a Semi-Annual Insurance Labor Market Study to examine industry hiring and revenue trends and projections. The findings of our Q3 2024 iteration reflect a relatively stable labor market, with modest job growth.

Download the results to explore 2024’s staffing forecasts and hiring plans for the insurance industry.

Combatting the Finance and Accounting Talent Shortage

Faced with a shallowing pool of emerging talent and a workforce nearing retirement, finding qualified accounting and finance professionals has been an intensifying challenge for the industry. A comprehensive multi-prong approach is necessary to cultivate a workforce that can meet evolving demands and ensure operational continuity.

Read our blog post for insights on staying ahead of the growing finance and accounting talent crisis.

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Leadership Skills for Future Success

As we enter 2021, business leaders are tasked with providing a sense of stability and direction amid much uncertainty. Modernization projects are moving forward, remote work is still the norm, and the line between personal and professional continues to break down. Strong leadership is vital for success in 2021. Those at an organization’s helm must inspire innovation, foster growth and serve as a north star for their employees. In their recent Insurance Journal article, “Key Qualities for Tomorrow’s Leaders,” senior vice presidents Judy Busby and Dave Coons discuss the skills that will be essential for moving organizations toward a successful future. Here are a few of the characteristics they shared. Empathy All individuals have taken on a lot this year, emotionally, financially and psychologically. Those with school-age children may be managing online learning and reduced or non-existent childcare. Some are battling health issues or caring for sick family members. Individuals living alone may be dealing with feelings of isolation. Effective leaders need to be aware of these challenges and lend an empathetic and compassionate ear. By seeking feedback from employees, listening to their needs and building creative solutions, leaders enhance engagement while creating a more productive atmosphere. Agility The ability to pivot and gracefully change course has never been so important. The past year has embodied a VUCA (volatile, uncertain, complex, ambiguous) landscape. The pandemic, along with modernization projects, remote work and evolving customer behaviors has made it essential for leaders to quickly respond to changes and navigate shifts. As we move into the new year, it’s important to re-evaluate all areas of business and determine how to most effectively and proactively move forward. Commitment to Inclusivity Diversity, equity and inclusion should be at the forefront of leaders’ strategies moving into 2021. By serving as a champion for inclusion and ensuring all voices are represented and heard, leaders can impact culture from the top down. Work to create a strong pipeline of diverse talent and be intentional about including professionals from under-represented groups in the leadership ranks. For more on these and many other necessary traits, read “Key Qualities for Tomorrow’s Leaders.” To hear how you can continue to grow and develop leaders, view our recent whitepaper, “Reinvigorating Leadership Development Plans for the Virtual Age.”

Boardroom View 2.4: Recruiting Future-Focused Directors

Insurance organizations and their boards are looking to the future. Recruiting new board members will inevitably be a board focus at some point. Learn important considerations for appointing new directors and building a future-focused boardroom.

8 Talent Trends to Watch in 2021

The past year was one of ongoing change, redirection and flexibility. Insurers faced many challenges and had to evolve their ways of operating, communicating and servicing customers. As we enter 2021, priorities are continuing to shift and companies are adjusting their talent strategies to be most impactful. Empathy, agility, inclusivity and innovation are all key themes for the coming year. Below are a few areas to explore with a fresh lens as your organization continues to adapt to the next normal. For more on the trends impacting 2021, download our full Insurance Talent Trends Guide. Leaders champion change and drive innovation.Business as usual is no longer an option. The most successful companies will embrace change and emerge evolved, stronger and ready to compete in the new landscape. Successful leaders will be able to motivate their employees and encourage new ways of thinking and operating. Culture is redefined to accommodate the virtual environment.A strong corporate culture is built around company values, communication, inclusion and empowerment. While this may have occurred more naturally in a physical office, achieving the same impact within virtual and hybrid environments requires enhanced creativity and commitment. Insurers become comfortable with remote hiring.For many insurers, the transition to remote recruiting began in March. However, while the first few months likely brought hiccups and temporary fixes, hiring managers will need to approach virtual recruiting with a long-term lens in the new year. Onboarding plans are restructured.Insurers have had to reevaluate their onboarding programs to ensure individuals are set up for long-term success. Without the energy of a brick-and-mortar space, managers must determine how to best build momentum and keep individuals engaged with their roles from day one. DEI is more important than ever before.If DEI hasn’t been a priority these past several months, it should be front and center moving into 2021. A variety of backgrounds and perspectives provides a competitive edge and more accurate insight into an organization’s customer base. However, organizations must approach diversity efforts with intentionality and a focus on equity and inclusion to make an impact. Executives become more accessible and transparent.The coming year will continue to show the human side of leadership as organizations build trust and provide reassurance through transparency and empathy. By being accessible and open, leaders can help encourage employees to talk openly about their challenges and needs, while helping to ease fears about the state of the company and the security of their own roles. Hybrid workforces become the rule.The COVID-19 pandemic has made hybrid workforces the rule, not the exception. Departmental and team leads will be tasked with understanding their short- and long-term needs, while determining the appropriate staffing solutions to achieve their overall goals. Professional and personal lives continue to be intertwined.Organizations are meeting the expectations of their staff and providing flexible schedules, adjusted work weeks and remote options. Rather than attempting to revert to traditional 9 to 5 workdays, forward-thinking insurers will instead focus productivity. View the full 2021 Talent Trends Guide for more on how insurers are adapting their talent strategies to remain competitive in the new year.

2021 Insurance Talent Trends

As the insurance industry adapted to meet 2020's many challenges, new talent trends began to emerge. Whether championing innovation, redefining company culture or renewing a focus on DEI, insurers will need to focus on a variety of trends to be successful in the next normal.

Jacobson Employee Spotlight – Q4 2020

We're reaching the end of a year like no other, and it seems like one of the only things that stayed consistent throughout the year is the value of virtual interactions. As you continue to perfect the art of virtual relationships, check out our recent blog post on how to most effectively participate in videos calls, from looking the part to following the unwritten rules of Zoom. The staff members represented in this quarter's employee spotlight roundup look forward to making more virtual connections in 2021. Learn more about these employees below, and view previous editions of our employee spotlight here. (Did you know you can see employee spotlights on a monthly basis on our Facebook page?) JUAN RUBIO Contracts Administrator, 6 years at Jacobson Hometown: Rolling Meadows, Illinois Alma Mater: Loyola University Chicago Describe Your Role: I maintain general administration of client and vendor contracts and administer key compliance and risk management procedures. Jacobson in Three Words: Inclusive, Collaborative, Trusting Favorite Movie: Hocus Pocus Surprising Fact about You: My favorite sport is water polo and I played in high school. Weekend Plans: I’ll be at the dog park with my puppy, Nova! SHELBY KLING Senior Marketing Communications Coordinator, 4 years at Jacobson Hometown: Dallas, Texas Alma Mater: Northwestern University Describe Your Role: I'm a marketing generalist, meaning I take on a wide variety of tasks, from conference coordination to content creation to email marketing. I'm also Jacobson's social media coordinator, managing our Facebook, LinkedIn and Twitter accounts. (Find us on Twitter at @JacobsonGroup and @JacobsonCareers.) Jacobson Superpower: I'm a copyediting wiz! Favorite Band: Guster. I was lucky enough to see them perform on Chicago's Montrose Beach in 2011 and got pulled up into the VIP section! Weekend Plans: Hanging out on my couch, likely watching football (go Cowboys and ‘Cats!) or reading Real Simple BLAKE GRIMM Assistant Vice President, 15 years at Jacobson Hometown: Berwyn, Pennsylvania Alma Mater: Roanoke College Describe Your Role: I develop and maintain client and candidate relationships across the insurance industry, working very closely with clients to fulfill their direct-hire staffing needs. I'm motivated by knowing my work changes people’s lives and solves clients’ challenges. Jacobson in Three Words: Professional, Collaborative, Supportive Favorite Book: Currently, The Great Alone by Kristin Hannah Ideal Lunch Break: Sneaking in a quick six-mile run Bucket List Item: I would love to go to Italy. Looking to join these employees? View our corporate careers page here.

Key Qualities for Tomorrow’s Leaders

Published on Insurance Journal: Strong leadership is more important now than ever. Whether you are developing leaders in your organization or honing your own leadership skills, several qualities are essential.

Lights, Camera, Action! Putting Your Best Virtual Foot Forward

Welcome to the Age of Zoom! It’s likely your day now includes at least one – if not back-to-back – video calls. The use of Zoom has increased more than any other brand during the pandemic. In this new way of doing business, the ability to make a virtual impression and build relationships through a screen is an increasingly valuable art and a skill to be cultivated. Video conferencing is here to stay as most insurers plan to continue offering flexible work options, even as employees return to physical office locations. It’s important for all professionals to be strategic and intentional about how they present themselves on the virtual stage. As you work to effectively portray your four-dimensional self in 2D, there are a number of best practices to keep in mind. Look the part. While clutter, pets and background noise may have been acceptable early in the pandemic, these distractions should be minimized as much as possible. Take a fresh look at what others see when you are on screen and the conclusions they may draw before you even speak. Are your bookshelves tidy or overflowing? Is there a way to make your background less busy? Similarly, make sure your clothing and makeup positively reflect your brand and match the meeting’s formality. A jacket, a piece of jewelry or a scarf can punctuate your look and differentiate you. Be clearly seen and heard. In addition to what can be tangibly observed, evaluate your lighting. Generally, shadows are best avoided if light sources are behind the camera, illuminating you from the front. If needed, raise your camera to eye level to create a sense of eye contact. If you are using a video conferencing platform you’re unfamiliar with or have an important meeting or interview scheduled, make sure to test your audio and video quality prior to the meeting. Last-minute hiccups can cause you to join late or derail the conversation as you try to troubleshoot. Logging in early affords the time to make sure everything is working as expected and avoids last minute surprises. Make your participation count. Now that you’re ready from an appearance and logistical standpoint, it’s important to effectively participate and make an impact. Remain aware of the other attendees and how you are balancing your own participation. If you are generally outgoing, are you making sure others have an opportunity to speak? Proactively invite individuals into the conversation and pay attention to those who may be less inclined to speak up. On the other hand, if you are more reserved or have difficulty getting a word in, make sure you are armed with a variety of strategies. This may mean raising your literal or virtual hand, typing into the chat function that you have something to add, or simply unmuting yourself. When you do speak, look directly into the camera, be clear and direct, and allow for pauses after important points. Work to further the conversation toward a common end goal and be gracious for others’ insights and participation. Use hand gestures when appropriate, while being intentional and considering how they will come across to other participants. Your real thumbs up or hands clapping is always a welcomed visual. Keep your hands close to your body to avoid them going off screen or coming across as too large. And, remember that even when you’re not speaking, you typically still appear on others’ screens. Demonstrate active listening by smiling and nodding when appropriate, focusing on the speaker, and refraining from multitasking. When others are finished, compliment their ideas or ask clarifying questions to help move the conversation forward. If you are running the meeting, aim to start and end on time, or even early, to be respectful of all participants’ schedules and give them the gift of time. Professionals are adapting to many changes as the business atmosphere evolves. Proper Zoom etiquette is a differentiator and will be met with favorable reviews. By taking a fresh look at how you participate in meetings, being aware of others and polishing your professional appearance, you’ll be as effective as possible on screen, while controlling your own impact and success.

Energizing and Engaging Employees

There’s no doubt all individuals have been affected by the past year’s events in a variety of ways. Especially as many employees begin to experience “pandemic fatigue” and some regions are again tightening restrictions, it’s important to ensure current practices are still working. Now is the time for insurers to rethink all areas of business, including how they engage and energize their employees. According to Gallup, employee engagement rates have fluctuated more in 2020 than any other year since the firm began its tracking two decades ago. Reestablishing a strong employee engagement program is imperative for success moving into 2021. There are a number of ways you can reenergize your teams and prepare to move forward stronger than ever. Focus on your company values. While increasing employee engagement during a pandemic may seem like a potentially overwhelming task, let your company values guide your thought process and decisions. If your company prides itself on collaboration, how are you ensuring that’s a priority in the remote environment? If personal growth and development is a value, has it been given adequate consideration in 2020, or has it been pushed to the sidelines? Determine how these values can be incorporated into the everyday fabric of your culture. Foster a culture of connection.Now more than ever, a feeling of connection is vital. Encourage employees to focus on building and strengthening relationships within the organization. Schedule virtual coffee breaks with people from different departments and facilitate interdepartmental networking. You may even consider developing a formalized program that brings together employees who may not otherwise cross paths. Remember to pay special attention to new hires. Starting a new job is always daunting; make a concerted effort to engage them with individuals across the team and organization from day one. Along with networking, expand special project teams and committees to integrate people who may not have otherwise been able to participate. Team up employees for projects to help keep daily activities from feeling stale. Working on a team can keep individuals moving forward, hold them accountable and even be fun. Listen to individual employee needs. Personal challenges can be heavy during this time. Ask how you can support individuals as they navigate family demands, mental and physical health, childcare, virtual school and more. This may mean being flexible with hours and getting creative around how projects and deadlines are distributed. You may consider allowing individuals to bank hours or work longer days to create a four-day workweek. At the same time, be mindful of employees’ emotional wellbeing. Encourage them to take time off even if they’re not leaving their home. In addition to being flexible with schedules and projects, ask if there are any obstacles you might be able to remove. Would two screens help employees be even more productive? Are certain employees experiencing slow internet connections because multiple individuals are online for work and school at their home? There may be simple solutions that can make a huge difference and amplify your employees’ remote experiences. Prioritize frequent and ongoing communication. Help counteract employees’ feelings of uncertainty with frequent and transparent communication. Create a plan that includes regular one-on-ones, team huddles and departmental meetings. Along with a sense of unity, this can give employees a chance to interact, act questions and gain clarity on various topics and changes. Hold companywide town hall meetings to provide individuals a chance to hear insight and plans directly from members of the executive team. Keep these events interactive, allow for humor when appropriate, and celebrate even small milestones and successes. Within departments and functions, encourage conversations around goals and best practices. It’s likely even high-performing employees aren’t meeting the goals they originally set for the year. Talking with others going through similar situations can provide a welcomed support system. Additionally, it can help individuals – especially those typically working as individual contributors – feel more connected and less alone. Make it about more than work. Even though post-work happy hours and all-team lunches aren’t possible face-to-face, think of how the bonding component of these activities can translate to the at-home environment. Ideas may be simple, such as taking a virtual team lunch break. Or, activities could be more involved or interest-focused, such as participating in a virtual cooking class or starting a book club. Small expressions of gratitude and acknowledgement can also add up. Some organizations are putting together care packages, which may include specialty snacks and treats, company-branded hand sanitizer and face masks, or even gift cards. If sending small items is outside your budget, consider a handwritten note to let employees know you’re thinking of them and appreciate their dedication. Increase recognition and incentives. Rethink how you’re acknowledging employee accomplishments in the current environment. It’s been a hard year, and enhanced recognition programs and incentives can help create much-needed positive energy. Ask employees if your existing programs are still working for them – do they have any ideas for making them more effective? What company-wide projects could be made into a contest? Friendly competition can bring those who are more introverted out of their shells and help connect individuals who are feeling isolated. In addition to business-specific competitions, create challenges around wellness. This could be a contest around daily steps, water intake or anything else that can unite individuals and help them connect with the company. Not only do these contests help promote employee health, they’re also great conversation starters for those who may not know one another well. As you focus on enhancing engagement, remember your employees are all having unique experiences, challenges and feelings. What may have worked last year, or even earlier on in the pandemic, may not be working anymore. It’s impossible to create programs that will resonate without seeking feedback and opinions from staff. Take the time to solicit feedback on specific programs, areas you can do better and key challenges. Short surveys and conversations can provide a wealth of valuable information. Reevaluating culture, communication and employees’ individual needs all play a role in creating a positive and energizing environment. By being intentional and taking the time to rethink your approach to employee engagement, you’ll be prepared to retain your top performers and help your team be most productive in the next normal.

Performance Management in the New Reality

As we approach the end of 2020, most insurers are preparing for annual reviews and beginning to set goals for 2021. The past year brought about many changes, and it’s likely your team’s projects and priorities evolved along with the shift in work dynamics. Day-to-day responsibilities were redefined, individuals had to lean into remote work, and many were dealing with unforeseen personal circumstances. Effectively evaluating employees’ performance and setting goals for the new year in such a tumultuous and unpredictable environment can be a challenge. However, similar to most of this year’s activities, it’s smart to step back and redefine your strategy within the available parameters. Consider each employee’s unique circumstances and the personal toll of the pandemic, understanding previous metrics may no longer apply. This year’s review cycle provides an opportunity to strengthen your overall organization, rather than focusing strictly on awarding promotions and raises or reprimanding poor performance. Approach this year’s performance reviews with empathy and an open mind. Make sure your team is conducting reviews via video to ensure you can read facial expressions and other non-verbal cues. Be intentional in evaluating your employees’ progress and contributions over the past year, while also setting attainable goals for moving forward in the new landscape. Here are a few areas to consider as you reflect on 2020 and look forward to the new year. Modified Goals Ideally, as the year has progressed, you have talked with your employees and made adjustments to goals that were no longer feasible due to the current environment (for instance, goals related to projects that were deprioritized, in-person training and events, etc.). These modified goals may look different than in year’s past; however, it’s important to make sure your expectations are still reasonable. In addition to the tangible goals set earlier in the year, take employees’ overall team and company contributions into account. Were they able to quickly adjust to a new work environment? Did they serve as a team player, helping others get ramped up on new technology and stepping into projects outside their standard scope of work? Collaboration, teamwork and flexibility should not be overlooked. Employee Feedback It’s important to look at the past year comprehensively and take employees’ perspectives and feedback into account within your review. Ask each individual what they think is going well, what areas they are struggling with and what tools they need to do their job better. These responses will likely be influenced by their current personal situations, perhaps more than ever. For instance, someone assisting young children with virtual school may need the flexibility to work in the evenings rather than mornings. Individuals working in more remote locations may require an upgraded internet plan to avoid unnecessary delays. Now that virtual work may continue through the new year, multiple screens or other technology may enable employees to be more efficient. If you haven’t already been having weekly or bi-weekly conversations with employees, ask them to provide this feedback a few weeks before the review so you can take it into consideration. If others work closely with the individual, seek out their feedback prior to the review as well, to help you gain a more well-rounded view of their work and contributions. Ongoing Growth More casual conversations around performance should occur on a regular basis throughout the year. Formal reviews are not the time for major surprises. Saving negative feedback for months in order to deliver it during review time will confuse employees and weaken their trust. If you haven’t already, establish an ongoing dialogue around the work individuals are doing well and the areas that need improvement. During standing weekly or bi-weekly meetings, share this feedback with employees and provide them with the opportunity to correct missteps immediately, rather than weeks or months later. This can be woven into the team's culture by fostering an open forum where employees can share successes and wins, as well as areas in which they are struggling. Openly focusing on growth and development creates an environment where individuals aren’t afraid to have more sensitive conversations and can channel feedback in a productive way. Goals for the New Year SMART goals continue to be relevant in the current environment. However, it’s likely you may also need to set goals that are less measurable or that allow for flexibility. Consider how your organization’s core values can be reflected through those goals. For instance, if teamwork is a core value, what behaviors are associated with it and how are those behaviors expected to be exhibited? Additionally, once it’s determined employees will begin reentering the workplace, make sure to discuss their readiness and create goals for their return. Include them in the planning to help ensure a positive experience. If a goal didn’t get accomplished in 2020, what was the reason? If time and prioritization were issues, consider performing a time study. What tasks are coming up on a day-to-day basis that distract from core functions and goals? What necessary administrative duties are taking time out of the work day, but aren’t being accounted for? If your standard productivity measures are no longer feasible, think about the tools or processes you may need to adopt in order to have transparency into your team’s progress. This could mean exploring project management tools, communication platforms, time tracking systems and more. Provide employees with a greater sense of purpose by helping them understand how their work fits into achieving larger organizational goals. Set teamwide goals to help build collaboration among team members and grow a sense of shared accountability. You may also consider asking employees to come up with one of their own goals for the year and asking how you can best support them in accomplishing it. While this year’s review and goal-setting processes may bring more ambiguity than in the past, focus on how you can make your team and organization stronger and energized for the year ahead. Rethink how you approach goal setting, take external factors and unforeseen projects into account, and remain empathetic. The past year has made most organizations more agile as they’ve overcome challenges and created new opportunities. End the year looking back on successes and more importantly, preparing to tackle anything 2021 brings.

Encouraging Mentorships to Strengthen Your Workforce

Mentoring relationships are integral to comprehensive employee development programs. The abrupt shift to the virtual environment has caused many organizations to put professional development aside in light of more pressing business concerns. However, now that many organizations are successfully moving forward in this new environment, employee development is more important than ever. By encouraging mentorships, whether formal or informal, insurers can reap many benefits, such as advancing the effectiveness of their workforces and increasing employee satisfaction. Mentees, their managers, mentors and the overall organization have much to gain. While mentoring relationships may have previously been built in person, they can easily translate to the remote environment. In a recent article published in Insurance Journal, Phokham O’Connor, talent delivery manager at The Jacobson Group, shared insight on building an effective mentorship program. Her piece, “The Role of Mentorships in Building a Strong Workforce,” discusses the benefits for all involved parties and how to create successful partnerships, as well as how organizations can get started. A few of her tips for creating effective mentoring programs and relationships include the following: Ensure both parties are committed to the process and prioritize regular meetings. Set clear expectations around what the mentee aims to gain from the experience. Pair mentees with mentors who will provide the most value; for instance, if an individual wants to hone their leadership skills, an effective leader who understands how to build relationships and motivate teams may be an ideal match. Determine clear parameters for the relationship including meeting frequency, accountability and timeframes. Leverage video as much as possible; set up coffee dates or lunch meetings over video conferencing platforms to recreate the face-to-face experience. For additional details and best practices for leveraging mentorship programs within your own organization, view the full article. For more insight on virtual leadership development, read our recent white paper, “Reinvigorating Leadership Development Plans for the Virtual Age.”

Building Effective Mentoring Relationships

Mentorships can play a valuable role in all stages of your professional journey. Whether these relationships are developed through formal programs or more casual arrangements, gaining insight and perspective from mentors who excel in certain areas, have navigated similar situations or have overcome comparable challenges is invaluable. Mentorships can provide you with the clarity and confidence you need to make pivotal career decisions, take on new responsibilities or build key skills. However, while most professionals understand the potential impact of mentoring relationships, many do not know where to begin. The remote environment creates an additional hurdle, as these relationships must be created virtually and with more intentionality. Here are a few best practices for building effective mentoring relationships that can help propel your career. Understand Your Goals Before you reach out to potential mentors, it’s important to have a clear understanding of what you want out of the relationship. Set yourself up for success by focusing on one or two key areas at a time, rather than overwhelming yourself with too many goals. Are you a new manager, hoping to gain guidance for leading a team? Are you determining the next step in your career and seeking insight from those who have been in similar situations? Is there a certain soft skill you’re hoping to develop? Or perhaps you are vying for a leadership role and weighing how to position yourself. There are numerous reasons to seek out a mentor. Make sure you can articulate your needs and what you are hoping to accomplish as a result of the relationship. Find the Right Mentor With your goals in mind, think of individuals who possess the knowledge and experience to help you achieve them. If your organization has a formal mentorship program, ask how you can participate. If no formal program is available, you’ll need to be more proactive in creating your own mentorship opportunities. As a general rule, you’ll want a mentor who will provide an objective point of view (not a current supervisor). You may want to reach out to someone you admire within your organization who is particularly skilled in a certain area. Consider individuals you worked with at past companies or peruse your alma mater’s alumni network. If you are active on LinkedIn, explore connections whose perspective you value. Most professionals have had mentors in the past and are willing and open to paying it forward. Foster a Valuable Partnership Successful mentoring relationships take work and dedication. Make sure both you and your mentor are committed to the process and aligned on the relationship’s parameters. For instance, if you are seeking advice on breaking into a certain field or making a lateral move, you may not need to meet with a mentor on a regular basis. It could be as informal as asking the individual if you could buy them coffee and ask questions about their own experience. On the other hand, you may need to build a longer-term relationship when positioning yourself for a promotion or navigating office dynamics. In more formal situations, you may ask to meet every month or so and establish specific milestones you’re hoping to hit. Set realistic expectations with yourself and your potential mentor, while respecting their time and other commitments. Let them know why you are seeking their insight and what you are hoping to get out of the relationship. Recognize their role as a mentor is to inspire, guide and advise, not to tell you what to do. Adapt to the Virtual Environment In most relationships, meeting face-to-face is invaluable. While it may not be possible for you to meet with your mentor in an office environment, consider how you can strengthen your relationship in the remote landscape. Try to meet on video to better gauge facial expressions and body language. If you live near one another, suggest meeting for a physically distanced walk or coffee. Additionally, consider using the virtual environment to your advantage and connect with individuals outside of your immediate geographic area. Leverage Mentorships Throughout Your Career While mentorships commonly occur between a more junior mentee and a more experienced mentor, their value is not limited to young professionals. Continually seek out mentors as you progress within your career and allow the dynamics to shift based on your current needs. More seasoned professionals can also benefit from peer mentorships and reverse mentorships to better connect with younger generations or gain insight from someone going through similar experiences. At the same time, micro-mentorships, which are short-term arrangements with a highly focused purpose, can help give you the confidence you need to make difficult decisions or take calculated risks down the road. Continue to seek out and build these relationships throughout your career. No matter their format, mentorships should be a key component of your overall professional development strategy. Clearly define your goals, seek out individuals you trust and admire, and commit to the process in order to be most effective. For more remote professional development best practices, view this recent post.

Developing Leaders in the Remote Environment

Insurers are adjusting many aspects of business in order to accommodate a primarily virtual world. As the business environment evolves, the skills and competencies necessary for successful managers are also shifting. Organizations must rethink their approach to leader development and build plans that will hold up in the age of COVID-19 and beyond. Recently, Judy Busby, senior vice president of executive search and corporate strategy, shared her insights on creating proactive and intentional professional development plans. With long-term remote and hybrid work environments becoming the norm, the way skills are developed and goals are achieved is being redefined. In her white paper, “Reinvigorating Leadership Development Plans for the Virtual Age,” she explores key considerations for molding leaders who will be effective and successful in the changing environment.Rather than focus solely on what these individuals need to effectively grow as managers, it’s now vital to also focus on how goals will be accomplished and who will be involved in their growth. What is required for success and advancement? Create SMART goals that are more finite and clearly defined than ever before. As you work with leaders to set their goals, ensure you are clearly aligned on how they will be accomplished and how expectations have translated to the virtual world. How will you support their development goals? Learning can take place in a number of ways and it is imperative to lay out a clear plan. Consider how to recreate shadowing opportunities, especially for newer managers. Encourage mentorship relationships from both a long-term and micro-mentorship standpoint. Explore virtual conferences and traditional online courses to broaden their perspective and maintain relevance. Who will play a role in their development? Determine who the best individuals are for your leaders to learn from. Bring in peers who excel in certain areas, enlist external experts to build key skills, or coordinate shadowing opportunities. Focus on growing both technical and human skills to develop well-rounded and effective leaders. A strong management team is one of the most important factors for your organization’s long-term vitality. Learn more about taking a proactive and intentional approach, as well as how to assess individuals’ management skills and competencies, by viewing the full white paper.