Most insurance professionals will agree that a diverse, inclusive and equitable workforce is essential; however, progress toward making this goal a reality has been slow. In the past decade, the number of Black individuals working in insurance rose by just 3 percentage points, to 12% in 2020. This lack of diversity is especially apparent within the C-suite and other leadership roles. According to Reuters, only three of 168 senior executives and 13 of 119 board members at the top 10 U.S. insurers and brokers (by market value) are Black. There is still much work to be done; yet many organizations are often unsure of where to begin or how to make a meaningful impact.
With catastrophe season looming, it’s time to start strategizing your talent plan for both the expected and unexpected events this year will bring. Last year saw record-setting tropical storms and wildfires. While tornado activity was below average in 2020, 2021 is predicted to have above average activity, due to La Niña. No matter what this year’s CAT season has in store, having a strategic talent plan in place is undoubtedly key to ensuring your policyholders are best taken care of in their times of need.
The Q3 2020 Semi-Annual U.S. Insurance Labor Outlook Study results have been released. Conducted by The Jacobson Group and Aon plc, the study examines data collected on insurance industry hiring, as well as revenue trends and projections. It has provided valuable information to the industry for more than a decade. A few key insights from the most recent iteration of the study are highlighted below. To view the full report, click here.
As we continue through CAT season in the midst of a global pandemic, being prepared for the unknown is more important than ever. In order to best accommodate unforeseen circumstances and increased workloads, claims departments are leveraging hybrid teams that include a variety of employment types, including full-time and part-time employees, as well as interim resources. However, for these teams to be truly effective, insurers must understand how to best manage their blended teams.
As the business world adapts and flexes its collective muscle in the Age of COVID-19, there’s an increased focus on risk, data and communication. Chief risk officers and risk managers are emerging as in-demand and essential positions, and risk expertise is actively sought in the boardroom. Functions within the realm of risk management, such as data analytics, enterprise risk management and actuarial are also moving up many organizations’ “must have” priority lists.