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Latest Insurance Talent Perspectives

Q1 2026 Insurance Labor Study Results

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

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

The Changing Face of Insurance Talent

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

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

Competing for Technology Talent

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

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

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Insurance Talent Shortage Hits Finance and Accounting

Insurance organizations are facing a perfect storm within their finance and accounting departments. Increased accounting-rule changes and regulations are driving insurers to grow their current finance and accounting departments. In fact, the accounting sector boasts faster than average job growth. Currently, the U.S. Bureau of Labor Statistics projects an 11 percent growth by 2024—representing the addition of 142,400 new jobs. Unfortunately, this growing demand is being met with an increasingly shallow talent pool of experienced professionals. Much like the overall insurance industry, the accounting and finance sector stands amid a growing labor crisis. Currently, 72 percent of recruiters report having difficulty filling open finance and accounting positions. A number of key factors are driving this talent shortage, including a rise in retirements, a fierce entry-level market, an increase in employee turnover and an emerging skills gap. According to the American Institute of CPAs (AICPA), more than 75 percent of today’s professionals will retire by 2020. This ranks among the highest percentages of any field within the same timeframe. This mass exodus of tenured talent has led the sector to increase their young professional recruitment activities. Driven by recent efforts of schools and accounting firms to market accounting and finance as a career, undergraduate accounting programs are seeing a record level of students. Enrollment recently reached an all-time high, crossing the 250,000 threshold for the first time. Despite the record number of enrollments and graduates year-over-year, the competition for accounting grads is fierce. Currently, 82 percent of employers are looking to hire graduates with business/accounting degrees. The most recent AICPA statistics showcase a 7 percent increase in accounting graduate hirings, with a record 43,252 hires. In addition, 91 percent of firms are planning to hire at a similar or higher rate in the coming years. As a result of this growing demand, the majority of accounting students have jobs secured before they even reach graduation. Organizations are now looking at two-year accounting graduates and even expanding their outreach to high school students in order to secure talent. Unfortunately, these new entrants into the profession have a much higher turnover rate than their predecessors. In fact, the average young professional will change jobs four times before the age of 32. Within the accounting and finance sector, the estimated average turnover is 17.2 percent—compared to 12.8 percent in the overall economy. Further adding to the growing shortage is an emerging skills gap. While companies are able to replace open positions, they are struggling to replace experience. Nearly 80 percent of the workforce is filled by Millennials, many of whom have less than five years of experience. In addition, there is a growing mismatch between the skills students learn in school and the skills CFOs are looking for. According to a recent survey, 48 percent of employers report difficulty finding candidates with the necessary technical competencies and hard skills while 38 percent report a lack of workplace competencies and soft skills. This mismatch is adding to employers’ concerns about finding qualified professionals to meet increasing demands. In order to combat these growing talent challenges, insurers need to take a look at their current recruitment and development practices. Recruitment should be focused on addressing the key perks and benefits sought by emerging professionals. In a sector with the stereotype of long hours spent number crunching, promoting a culture of work-life balance, cross-department development and innovative project opportunities will help organizations compete for in-demand talent. Additional training and updated development opportunities should be implemented to provide these entry-level professionals with the background and skills necessary to fill the impending gap. But what if your organization has an accounting/finance position that needs to be filled right now? Many insurers are turning to contract subject matter experts to address immediate needs. Partnering with a staffing firm—particularly one with an insurance industry focus—provides organizations with access to a bench of highly-skilled professionals that can be called upon to provide a stop-gap while a permanent position is filled or to offer hands-on expertise for special projects and assignments. These highly-skilled individuals are a unique solution that allows organizations to bring on experienced accounting and finance professionals who can quickly jump in and get started. How is your organization addressing the growing shortage of accounting and finance talent?

The Remote Revolution: Benefits and Best Practices for Embracing a Telecommuting Culture

Quick—what does the typical telecommuter look like? Did your mind conjure up an image of a young professional set up in the corner of the local coffee shop with a large coffee and laptop? Or perhaps you pictured a busy mom juggling school drop offs with conference calls? Do these fit your idea of the typical work-at-home professional? If so, you’d be wrong. Once seen as a rare office perk, remote work has quickly become a business reality. Driven by the unique organizational benefits provided by telecommuting—lowered costs, extended labor pools and increased recruitment and engagement—more and more organizations are embracing flexible work. Within the past year, 43 percent of Americans spent at least some time working remotely, with 20 percent of professionals telecommuting full-time. In our latest edition of Compass, we share our unique insights into the benefits of remote work and strategies for implementing and managing an effective work-at-home program. For an insider’s look at telecommuting best practices along with an update on the insurance industry's talent market, download Compass.

Compass 10.3: The Remote Revolution: Benefits and Best Practices for Embracing a Telecommuting Culture

The work-at-home movement is taking off within the business world. This far-reaching trend has gained increased popularity in recent years as employees push companies to break down the structures and policies that traditionally influenced the workday. Find out how your organization can successfully implement a work-at-home program.

Combat the Summer Slump: Top 8 Tips for Keeping Your Employees Engaged as the Thermometer Rises

School’s out for summer! As summer vacation kicks into high gear, children around the nation are celebrating three long months of swimming, biking and playing. Unfortunately for adults, the daily office schedule doesn’t change as the temperature rises. In fact, the lazy days of summer have shown to have a significant impact on employee motivation and performance—20 percent of organizations report a drop in productivity. The summer slump is a real and pressing business concern, but how can today’s organizations combat this decreased workplace productivity? Here are eight easy-to-implement tips to keep your employees happy and engaged during the long summer season. Introduce relaxed dress codes: As the temperature rises, are your employees left trudging the steamy sidewalks in a full business suit? While businesses want to maintain a professional appearance, summer provides an opportunity to loosen up your dress code. Nearly three-quarters of employees claim to be less productive when they are overly warm or uncomfortable in the office. As long as employees don’t have important client meetings scheduled or aren’t in customer-facing roles, allowing them to dress in cooler, more relaxed clothing can go a long way. In fact, studies have shown that employees who are allowed to dress more informally at the office are less distracted, more comfortable and have increased morale. Provide a change of scenery: Take advantage of the beautiful weather outside of the office and soak up some sun while improving employee energy. Outdoor meetings have been proven to increase communication, heighten relaxation and improve overall mood. Thanks to modern technology, it’s easy to stay connected and productive outside the office. Embrace flexible schedules: Kids are home from school, vacations are on the books and family events are filling up the calendar. Summer can be an extremely challenging time for employees to find work-life balance. With flexible schedules considered the most influential workplace perk, allowing your workers to develop a flex-time schedule can go a long way toward increasing morale and avoiding burnout. The scheduling can come in a variety of forms, including four 10-hour days, early dismissal Fridays or work-at-home options. Celebrate happy hour: Despite the usual connotation, “happy hour” doesn’t need to be limited to after-hour drinks. Consider introducing a morning coffee break or an afternoon activity. Either way, giving employees permission to take a break can help them de-stress during the day. In addition, it provides employees with something to look forward to and brings a little bit of excitement to the workday. At Jacobson, we encourage employees to participate in organized “shake-it-out” events that span from coloring and crafting to charades and games. Engage in volunteer activities: As the weather heats up, the options for outdoor volunteer activities are endless. Neighborhood clean-ups, summer camps and restoration projects are great opportunities to get your employees out of the office and engaged with the local community. With corporate citizenship shown to increase employee engagement, volunteer opportunities can go a long way in re-energizing your staff. Plan a company outing: Whether it’s as simple as a potluck barbeque or an afternoon at a local rooftop restaurant, planning a company-wide summer outing is a great way to bring employees together, create a positive work environment and grow peer relationships. Having a fun activity to look forward to can be a great motivator and has actually been shown to increase workplace morale. For years, Jacobson has offered fun and creative summer activities including a lake cruise and an afternoon at the ballpark. Encourage vacation time: Workers in the U.S. use only 51 percent of their paid vacation time. Too often, employees feel they have to work or are uncomfortable asking for time off. Unfortunately, organizations aren’t doing enough to encourage their employees to take a break. Despite concerns over coverage or ongoing projects, nearly 40 percent of workers feel more productive upon returning from vacation. It’s important for organizational leaders to encourage their workers to take vacations to recharge. Summer is the perfect time to remind your employees to get away and unplug. Bring on the summer interns: An intern can be critical to alleviating stress during the summer months—providing extra support on projects, filling in during vacation time and offering fresh ideas. Make sure to train your intern to provide support across key areas of your department. This ensures they are best able to assist in the completion of high-priority projects and responsibilities.  The summer slump doesn’t have to be your organization’s reality. Make sure to implement employee engagement activities to re-energize and re-focus your workforce despite the rising temperatures.

Taking the PULSE of the Insurance Labor Market

The latest edition of PULSE, the monthly supplement to our quarterly Compass newsletter, is out! According to the latest BLS Employment Situation report, insurance unemployment is down. Following a slight increase at the beginning of the year, the unemployment rate for the industry was back down to 2.0 percent for the month of May. This decrease was aided by the addition of 1,800 jobs. This trend of low unemployment and job growth is expected to continue throughout 2017. For an insider’s look at this and other key industry labor statistics, download our latest issue of PULSE.

Do You Have the Technology to Attract Talent?

The insurance industry’s “war for talent” continues to heat up. No longer just a long-range concern, insurance organizations are now face-to-face with a perfect storm of labor market challenges—from an aging workforce and impending wave of retirements to an increasingly shallow talent pool. In fact, recent estimates show that the insurance industry will need to add 400,000 open positions to its bench by 2020 in order to remain fully staffed. Yet, graduates from risk and insurance programs only meet 10 to 15 percent of this growing need. In addition, many young professionals find insurance “boring” and “behind the times.” Today’s organizations are looking for solutions to combat this emerging talent gap—and the industry’s rapidly evolving technology may be the key. Considered some of the greatest change agents since the introduction of the internet, emerging technologies are impacting the industry at a breakneck pace. From artificial intelligence and the Internet of Things (IoT) to big data and analytics, today’s cutting-edge advancements are providing insurance organizations with a unique opportunity to reinvent themselves and promote their “cool factor.” With today’s young professionals wanting to work for innovative organizations that stand on the forefront of new technological breakthroughs, the industry needs to embrace and publicize their work with these hot button trends and initiatives. Taking advantage of the opportunities provided by today’s technology and promoting organizational involvement with cutting-edge trends may be the key to turning insurance into the next generation industry of choice.

Are Rotational Programs Headed for the C-Suite?

The actuarial profession faces a growing talent conundrum. Despite an abundance of entry-level talent, today’s insurance organizations are seeing an increased tightness within the mid-career actuarial market. Insurers struggle to fill these mid-level roles with skilled and qualified candidates. With a leadership skills gap on the horizon, this narrowing within the mid-level market is even more troublesome. Many organizations are now concerned that the lack of mid-level talent will result in an inability to fill the senior actuarial positions being left by retiring professionals. Faced with a narrowing market and increased demand, what can insurance companies do? How can organizations combat this talent gap? Rotational programs may be the answer. Long-used as a recruitment strategy for young professionals and emerging talent, rotational programs may be the key to combatting the mid-level and executive talent gap. In fact, many organizations are now elevating their student actuarial programs and implementing a rotation for their experienced employees. Designed to develop high-potential employees into well-rounded leaders, these mid-level rotational programs provide actuaries with broad job experiences and trainings. They enable high-performers with a few years of industry experience to gain knowledge outside their current roles and further develop their skills. These individuals are then able to seamlessly move into the high-demand mid-level roles organizations are looking to fill. Some programs go one step further and rotate employees across different functions and even departments. This helps to better promote cross-functional skills and to provide a more holistic understanding of the organization. These programs are a unique solution to ensuring employees are able to develop and hone their leadership, managerial and communication skills. As such, rotational programs may be one of the most powerful tools that organizations can use to drive employee development and grow the next generation of leaders. So now what? It is important to link your rotational program to the organization’s overall business plan. What critical positions or functions need talent and what experiences are necessary to fill these roles? Are there areas of future organizational growth to which participants should be exposed? What succession planning vulnerabilities should the program address? The most effective rotational programs are designed to address an organization’s specific talent needs. This can determine what areas or roles to include in the rotation, as well as the number of participants to include. Make sure you consider your rotational timeline. Some organizations rotate their talent annually. Others are implementing longer timeframes, including two to four years. This is particularly true of organizations using rotational programs at a more executive level. This expanded timeframe is less disruptive and provides more business stability. In addition, it allows for a much deeper dive into each specific area—which is important when developing the next generation of insurance executives. Enlist the support of organizational leadership and encourage these individuals to provide their time, perspectives and feedback to rotational participants. These leaders are able to share insights into the various roles and departments within the organization. Mentoring can also be critical to supporting participants and providing additional value to the program. Mentors are able to provide regular feedback and coaching on participant’s strengths and areas of opportunity. Regardless of the format, utilizing rotational programs as a key professional development process is a win-win for both employees and their organizations. Not only do they build an individual’s skills and fulfill employees’ desires for career advancement, but they provide a breadth and depth of knowledge needed to meet the very real mid-level and leadership resourcing needs of today’s insurers.

Care Management Goes High Tech with these 5 Emerging Trends

This is the age of business technology. Widespread technological advancements continue to revolutionize the way organizations do business. Care management is no exception. More than ever before, new technology solutions are allowing patients and consumers to more effectively and efficiently interact and engage with their medical providers.  What key tech trends are impacting care management? Here are the five emerging technologies changing the field: Digital Checkups: Patients are now able to complete checkups via text message. Healthcare practitioners are able to review responses and identify actions for patients to take. This can include monitoring vitals, adjusting dietary requirements and changing medications. Wearable Monitoring: Nearly 70 million people in the U.S. are using wearable tracking devices. Healthcare providers are turning to these wearables as a solution to better monitoring patient vitals and other key metrics. Based on the data gathered, care managers are able to make adjustments and recommendations to their patients’ current courses of treatment. Virtual Appointments: Using platforms such as Skype, patients are now able to connect with their providers via video conference. They are able to share symptoms or provide updates on continuing medical conditions and immediately receive diagnoses and treatment recommendations. Symptom Apps: A number of medical apps are emerging that allow patients to enter symptoms and gain information on potential diagnoses. These “triage” apps help consumers to better understand and evaluate their symptoms and determine an appropriate course of action—stay home from work, go to the ER or make an appointment with their physicians. Some apps are going one step further and connecting directly to care organizations and allowing patients to stay connected with their network providers and access their health information from their mobile devices. Electronic Health Records (EHR): Utilizing EHR, healthcare providers, ancillary staff and health information staff are able to simultaneously access the same piece of health information. By allowing multi-user access, healthcare providers can visualize patient data from all areas of a facility including medical imaging, pathology, laboratories and more in real-time fashion. In today’s highly-connected world, consumers have become accustomed to accessing and sharing information on all types of devices. Health providers are taking advantage of this digital mindset to change the way patients interact with their providers. More and more, the consumer-focused market is pushing care management into the high-tech arena.

Retaining Top Talent: Engagement Strategies in a Competitive Market

What factors are critical for business success? Financial acumen? Business savvy? Public awareness? While these all provide useful contributions to an organization’s staying power, their impact is eclipsed by one thing—human capital. Employees are the most vital aspect of an organization and its future success. In today’s candidate-driven labor market, the development of a leadership pipeline and the continued retention of key employees is a major business concern. In fact, 39 percent of organizations are worried that they will lose top talent in the coming year—and they have cause to be concerned. In our latest edition of Compass, Jacobson’s JoJo Harris, senior vice president, shares her unique insights into best practices and strategies for developing an impactful and effective retention and engagement strategy for your organization’s top performers. For an insider’s look at retention and engagement best practices along with an update on the insurance industry's talent market, download Compass.

RPO Myths Debunked

The true underdog of recruiting is recruitment process outsourcing (RPO)—a powerful tool that is under-utilized and overlooked despite the industry-wide talent crisis. Some organizations ignore RPO’s robust benefits due to a fear of the unknown or a perceived loss of control. Others are unnecessarily anxious that an RPO partner could fail to fully understand their needs or would be more expensive than keeping recruiting in-house. These myths surrounding RPO are clouding many insurance organizations’ judgement and may end up costing them significant time and money. In fact, 88 percent of hiring managers report satisfaction with the results of outsourcing some or all of their recruiting functions. Today, we’re answering some of your most pressing questions and debunking the common myths that surround RPO. How exactly does RPO work? RPO is a form of business process outsourcing in which an organization transfers all or part of its recruiting process to an external partner. The process typically starts with designing a program blueprint. This blueprint will define the scope and desired outcomes of the recruitment project. Once in place, your RPO partner will use this blueprint to support your recruitment needs. This can include thoroughly sourcing the market, screening and assessing potential candidates, and/or interviewing qualified professionals. The relationship between your organization and your RPO partner can continue through coordinating hiring, onboarding candidates and executing an ongoing reporting process. Essentially, RPO provides you with any component of a hands-on, effective hiring process that your organization needs.  Is RPO right for my organization? First, ask yourself this question: what problems am I trying to solve? If you are looking to decrease cost, improve candidate quality and recruit more efficiently, RPO may be the solution. An anticipated increase in hiring, a short-staffed internal HR department or a desire to cut costs can all be important factors in your decision. Whether you need to streamline internal processes or have urgent recruitment needs, bringing in an RPO partner can help efficiently and successfully marry quality candidates with open positions. As an additional benefit, RPO users typically see a reduction in recruitment costs by an average of 45 percent. Outsourcing recruitment has proven to lower costs for organizations in need of a talent solution. Remember that partnering with an RPO provider doesn’t necessarily mean transferring all of your recruitment processes. In some cases, outsourcing just one aspect of hiring can streamline the process and provide significant benefits. Finding a consultative partner to handle your recruitment advertising, sourcing, interview coordinating or onboarding may make the task of filling your next open position faster and more efficient. We’ve decided to outsource – what’s next? Choose an RPO partner who understands what success means to you. Ask them the questions that are most important in maintaining your alignment: How can your organization customize the RPO process to best fit our needs? In what ways can you improve the consistency of our hiring process? What reporting and analytics can you provide to help us track our progress? What experience do you have recruiting for our industry or these specific types of roles? Together, set goals for what your project should look like in 10 days, 30 days and 60 days. Make sure to measure and track quality and efficiency using hiring manager surveys and new hire surveys. In any RPO program, metrics should be progressive. As the program gains momentum and continuity, raise the bar. This will help you continue to become more effective in recruiting top talent. Now that you’ve turned to RPO to help with your recruitment efforts, the next step in talent management is maintaining efficient employee retention practices. Once you’ve recruited the best, remember that happy, engaged employees are the key to a successful workforce.  If you would like to learn more about Jacobson’s capabilities as a proven RPO partner, find our full process here.

Compass 10.2: Retaining Top Talent: Engagement Strategies in a Competitive Market

In today's increasingly competitive labor market, keeping key talent is vital to future success. JoJo Harris, senior vice president with Jacobson, shares her unique insights into the best practices for developing an impactful retention and engagement strategy for your organization.This edition also includes our regular overview of the industry's current labor market and recent executive-level job changes.

6 Things Your Candidates May Be Thinking, But Won’t Tell You

The hiring process is a two-way interaction. Knowing and understanding how to best anticipate your candidates’ not-always-transparent thoughts can help give your organization the upper hand when securing the best talent. In order to create long-standing, genuine relationships with candidates, it is extremely important to put yourself in their shoes. Take a look at your hiring process through your candidates’ eyes. This will allow you to better address their concerns before they are brought up. In order to gain insights into these situations, I have polled a number of Jacobson’s tenured recruiting professionals for an insider’s perspective. Here are six things your candidates may be thinking but not telling you, and some strategies for responding to their concerns. Candidates are motivated by a positive interview experience. According to a recent Montage study of 200 active job candidates, 75 percent indicated that the experience they have when interviewing for a job “matters a lot” in their decision about where to work. Just as it is important for candidates, your organization should focus on making a good first impression. Consider providing a tour of the office environment and introducing top candidates to potential teammates. Make sure that the interview process is as seamless as possible. Be conscious of time and try and avoid keeping your candidates waiting. Some may be utilizing their lunch breaks to conduct interviews. This mindfulness will go a long way in shining a positive light on your company. Lateral movements are not compelling reasons to change positions. Today’s competitive labor reality has created a candidates’ market. Many industry professionals are relatively happy with their current roles and, as a result, are passive in their career search. Lateral movements will no longer be attractive enough for these individuals to consider a possible career move. Organizations looking for talent should make sure to provide offers that include enhanced benefits. This goes beyond compensation and to additional job responsibilities and even the potential for increased career visibility. Understanding what will motivate top talent to make a move will be key in competing in today’s market. Passive job candidates may still be interested in career opportunities. According to Rosemary Young, Assistant Vice President with our professional recruiting arm, passive candidates are not always completely happy with their current roles. While some engaged employees are less likely to enlist a recruiter, others are open and interested in learning about new, compelling opportunities. It is important to understand that many candidates don’t want recruiters to feel that they have negative feelings about their current employers. However, they may still be looking for opportunities to advance their careers. The key is to focus on how the opportunity that provides the candidate with a positive move forward. Skype interviews can be a challenge. In today’s increasingly tech savvy and connected business era, interviews are going high-tech. More and more, organizations are utilizing technology, such as Skype, to conduct introductory level interviews. However, in a recent study of 200 active job seekers, only 24 percent of candidates felt that using Skype was a simple, convenient way to conduct an interview. Despite the prevalence of technology, not all candidates may have the equipment or environment necessary to conduct interviews via Skype. In addition, some candidates are just more comfortable with face-to-face interactions. Recruiters should keep this in mind when scheduling interviews. If a Skype interview cannot be avoided, make sure you are providing your candidates with the instructions and tips necessary to use the application with ease. Consideration goes a long way in the application process. Just as organizations don’t want to invest time in candidates who are applying for the sole purpose of gathering competitive market insights or to leverage a counteroffer, job seekers are hesitant to spend time interviewing for a company that is not fully considering them for a role. Organizations should avoid conducting conversations for the sole purpose of comparing external candidates to internal ones or to fulfill an interview quota. Candidates don’t want to be taken for granted and used as a comparison to the candidate of choice. In fact, this practice can be damaging for organizations—particularly in today’s socially connected world were reputations can be made or broken with a single post. The key is to be honest and promote open interactions. Extended hiring processes can be a big turn-off. According to an Assistant Vice President also within our insurance recruitment practice, securing the best talent for the job can be a time-consuming process. Meeting all company and candidate needs involves a lot of back and forth communication, which can be drawn out over a long period due to busy schedules. However, in today’s increasingly competitive labor market, protracted hiring decisions can be fatal. When the process drags on, candidates are often left asking what’s taking so long and wondering if the company is actually interested in them as a potential employee. As a result, organizations can potentially lose out on great talent. You can put candidates’ thoughts at ease by keeping them in the loop and providing timely feedback. Giving updates before prompted will establish a solid repertoire and leave the relationship on good terms even if the candidate was not the right fit. Now more than ever, skilled individuals hold much of the power during the hiring process. It is important to adjust with this shift in balance and proceed wisely when seeking candidates. While it is not necessary to be a mind reader in order to secure talent, it is helpful to anticipate what they may be thinking and know how to address their concerns before beginning your search.