The insurance industry has been in a state of transformation throughout the past three years. We’ve experienced the height of a global pandemic, the most challenging labor market on record, and now, what looks like the beginning of a more stable future. Leaders have managed through the shift to fully virtual environments, “the Great Resignation” and evolving employee/employer relationship dynamics. As insurers define their future expectations and adjust to post-pandemic norms, having the right leadership in place is essential.
High industry turnover and quiet quitting are further compounding existing talent challenges, making it more important than ever to keep employees engaged and fulfilled. However, while most leaders understand the importance of building employee loyalty – especially among top performers and high potential individuals – few have formal retention plans in place.
As we move through the second half of 2021, insurers’ employment outlooks remain strong. Our recent Q3 2021 Insurance Labor Outlook Study, conducted in partnership with Aon plc, found 93% of insurers plan to increase or maintain their headcounts in the next 12 months.
There’s currently a severe talent shortage across all industries and insurance is no exception. Despite the pandemic, the insurance carriers and related activities sector has added nearly 16,000 new jobs since March 2020 and has continued to experience a low unemployment rate, according to the Bureau of Labor Statistics. One of the areas where the talent shortage is highly noticeable for many insurance organizations is underwriting.
The insurance workforce has gone through a number of significant shifts in the past year and a half. As physical offices begin to reopen and insurers move forward into the next normal, we’ve seen increased competition for talent. It’s a fitting time to reassess how your department is retaining its employees and accommodating a multi-generational workforce. The oldest members of Generation Z are settling in to their first professional roles, and as a result, five distinct generations are working side-by-side, each with unique needs, motivators and values.