Last spring, insurance leaders quickly pivoted and adjusted their management strategies to accommodate the remote environment. Now, even as some organizations begin to reopen their physical office locations, work-from-home and hybrid arrangements are here to stay. As leaders develop and evolve their virtual management skills, it’s vital to account for individual employee needs, work styles and life stages to build supportive and productive teams.
The Jacobson Group is proud to partner with a number of industry organizations in leading the Insurance Careers Movement (ICM). Dedicated to engaging emerging talent and educating them about the industry, ICM continues to raise awareness of insurance as a desirable career choice. Already, we have helped to grow this movement to more than 850 insurance carriers, agents/brokers, trade associations and industry partners worldwide.
Odds are you have probably heard my colleagues or me talk in length about the insurance talent crisis. You have likely also heard us discuss the importance of upgrading salaries, culture and more in order to recruit and retain top talent. Were you listening? And more importantly, have you pivoted your strategies as a result?
Follow along as I debunk eight popular insurance talent myths. Then take action to gain an upper hand in securing the best talent.
Written by Joanne Turner, Assistant Vice President, and Blake Grimm, Client Development Manager
The future of healthcare is upon us and it’s offering a chance for payers to lead the industry through innovation and expansion. Global healthcare spending is projected to reach $8.7 trillion by 2020. Organizations are continuously finding smarter and more innovative ways to deliver efficient and effective patient care. The unprecedented growth commands additional job opportunities. According to the Bureau of Labor Statistics, the healthcare industry is expected to add four million new jobs and account for approximately a third of total job growth by 2026.
Written by Diana Shay Milazzo, Assistant Vice President, and Julie Arnold, Sourcer
Picture this: young job seekers spent their mornings flipping through local newspapers, combing its pages for new listings and eagerly scanning the copy for responsibilities and requirements to which they were a match. When intrigued, they would package their resumes neatly with a cover letter and drop it in the mail and then patiently wait to be called for an interview. Furthermore, it was not uncommon to be in the dark about an employer until the day of the interview. Employers, on the other hand, were limited to paying for help wanted ads to attract candidates; and until resumes started rolling in, they were limited to internal candidates and referral lists.