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Q3 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 Q3 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.

Embracing AI to Stay Ahead

Learn how AI adoption is reshaping insurance talent strategy — and what your organization can do to stay ahead.

Download the white paper for key insights to help your organization navigate this shift, future-proof your workforce and stay competitive as the industry continues to evolve.

Your Interview Timeline’s Influence on Hiring Outcomes

A perceived slowing of the job market has led some companies to become disillusioned about the availability of candidates. As a result, they’re adjusting their approach to hiring, often elongating the interview process, missing out on qualified individuals and ultimately being unable to effectively fill their open roles.

Read our blog post for tips on moving quickly in the hiring process, better engaging top talent, positively influencing your employer brand and ultimately improving the likelihood of offer acceptance.

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Q3 2026 U.S. Insurance Labor Market Study Results

The Jacobson Group and the benchmarking division of Aon’s Strategy and Technology Group conducted a study to investigate hiring trends within the insurance industry.

August 2026: Labor Market PULSE

AT-A-GLANCE LABOR MARKET NUMBERS Unemployment for the insurance carriers and related activities sector increased to 3.3% in July. The insurance carriers and related activities sector lost 6,700 jobs in July. Industry employment decreased by approximately 81,000 jobs compared to July 2025. The U.S. unemployment rate slightly decreased to 4.1% in July and the overall economy lost 23,000 jobs. INSURANCE INDUSTRY HIGHLIGHTS On a year-to-year basis, June* insurance industry employment increased in reinsurance (up 2.6%) and title (up 1%). Job decreases were seen in claims (down 19.7%), life/health (down 3.8%), TPAs (down 2%), property and casualty (down 1.4%), and agents/brokers (down 0.7%). On a year-to-year basis, June* saw weekly earnings increases across the board with agents/brokers up 5.3%, title up 4.3%, claims up 2.3%, TPAs up 2.1%, and property and casualty up 1.6%. Notes: The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS Job Openings and Labor Turnover Survey report and reports on wages and employment for the industry category are only available for two months prior. The source for the data represented in PULSE is the U.S. Bureau of Labor Statistics. Insurance data is derived from the insurance carriers and related activities sector.

Becoming a Change Champion in the Workplace

No matter where you sit within the insurance industry, it’s likely your organization has already adopted AI tools or is actively exploring how AI can improve efficiency, productivity and customer experience. Among U.S. employees, organizational adoption of AI has increased by 6 percentage points just since Q1 2026, reaching 47%. Business will continue to radically shift in the coming years and AI transformation has become necessary for organizations to remain competitive long-term. In this climate, the most successful professionals will be those who proactively evolve with the industry and focus on building their skills in a way that enables them to best work alongside AI. Below are a few ways to be a champion for change within your organization, no matter your role. Recognize team members will have varying perspectives on AI. In today’s multi-generational workforce, it’s natural for employees to have conflicting levels of comfort, excitement and concern around AI. Be mindful that your own perspective may vary from your colleagues and approach conversations with empathy and respect. Early-career professionals who have grown up using AI in their personal lives may feel the pace of change is too slow and be eager to adopt new technologies. Mid-career talent who started their careers with manual tasks and in-person conversations being the norm may feel traditional methods of career advancement have fundamentally changed. More senior professionals may be questioning their professional identities as the areas they’ve spent decades developing become increasingly automated. Acknowledging these different experiences helps create an environment where people feel heard and more willing to engage in meaningful conversations around change. Understand where your company is within its journey. By understanding where your organization is within its AI journey, and asking thoughtful questions around decisions and processes, you’ll be better prepared to support current initiatives and future needs. Be vocal and express any concerns in a respectful and constructive way, focusing on future possibilities without holding on to what may be lost. It’s likely others may also seek clarification in these same areas to better understand the “why” around decisions. Open dialogue is more important than ever as insurers and employees explore this new territory. There are no bad questions, and often these inquiries spur valuable discussions. Incorporate areas for growth into your development plans. Often, the biggest challenge isn’t learning AI skills – it’s letting go of the professional identity that made you successful in the past. Instead of viewing AI as a replacement, be strategic about how it can expand your impact. For those who have built a career being the “go to” for certain information or reports, focus on how you will spend your time if these areas are replaced by automation. If you had four hours of your day back, what would you do with this increased capacity? Shift your attention to these future opportunities and have conversations with your manager about how to get there. Discuss what skills, experiences or projects would position you for long-term success. Then, incorporate these priorities within your professional development plan to grow along with the organization’s needs in a way that holds you accountable. Don’t be rigid; it’s more important than ever to be open to new things and be fluid when it comes to change. Take advantage of learning opportunities. In addition to incorporating new skills into your development plan, take advantage of training sessions and materials as new technologies and processes are introduced. If your company is not providing formal training, ask for ways you can more easily ramp up and help encourage others to do the same. Outside of these company-specific tools, explore how AI may be able to enhance your role and make your current tasks more productive. No matter the tools or technology, knowing how to maximize its impact will make you even more valuable to the organization and its success. Be a change catalyst within your team. One of the best ways to establish yourself as a leader during times of change is by stepping up to help solve current problems. Ask your leaders about challenges they’re trying to address or processes they’re aiming to improve. Whether it’s a dedicated project or something you tackle alongside your current responsibilities, focus on solutions that align with your organization’s larger goals and priorities. If you’re a manager, provide opportunities for your team members to participate in these initiatives and create additional change agents. Empower employees with stretch assignments, delegate tasks and provide everyone with a sense of ownership. Spend time with those who are more uncertain about change and help them to reframe their mindset. At the same time, manage expectations by keeping your own leaders informed about progress, challenges and potential delays, ensuring alignment along the way. Share constructive feedback. There’s no blueprint for effectively managing every new challenge or adjustment. Most organizations are learning as they go, incorporating new best practices and refining their approach in real time. Be open about what is working and what isn’t, no matter where you sit within the organization. This could be seeking out and sharing feedback from team members, or pinpointing pain points that need to be addressed. Approach this from a constructive standpoint, offering ideas, solutions or tools that may minimize friction. As AI continues to reshape the insurance industry, one thing remains constant: organizations will always need professionals who are adaptable, collaborative and committed to learning. By embracing change, investing in your own growth and helping others navigate the journey, you’ll be prepared to lean into future challenges and navigate whatever the future may hold.

Compass 19.3: 10 Questions to Rebuild Your Company Culture for Today’s Workplace

This quarter’s Compass feature article offers 10 practical questions to help your organization evaluate and strengthen its culture — and build an environment where today's insurance talent wants to stay, grow and do their best work. This issue also includes an update on the industry's labor stats, a list of recent industry executive career moves and more.

Emerging Leaders Are Already Leading AI

In a recent podcast episode of Lead the Machine with Kirstin Marr, Jacobson's Lane Koetter discusses ways he's helping organizations move AI from strategy to adoption.

July 2026: Labor Market PULSE

AT-A-GLANCE LABOR MARKET NUMBERS Unemployment for the insurance carriers and related activities sector increased to 2.7% in June. The insurance carriers and related activities sector lost 1,900 jobs in June. Industry employment decreased by approximately 69,500 jobs compared to June 2025. The U.S. unemployment rate decreased to 4.2% in June and the overall economy gained 57,000 jobs. INSURANCE INDUSTRY HIGHLIGHTS On a year-to-year basis, May* insurance industry employment increased in reinsurance (up 2.0%) and title (up 1.7%). Job decreases were seen in claims (down 21.4%), life/health (down 3.9%), TPAs (down 2.8%), property and casualty (down 1.5%), and agents/brokers (down 0.6%). On a year-to-year basis, May* saw weekly earnings increases across the board with agents/brokers up 6.2%, title up 4.4%, TPAs up 2.7%, claims up 1.6%, and property and casualty up 0.9%. Notes: The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS Job Openings and Labor Turnover Survey report and reports on wages and employment for the industry category are only available for two months prior. The source for the data represented in PULSE is the U.S. Bureau of Labor Statistics. Insurance data is derived from the insurance carriers and related activities sector.

Networking With Intention: Building Professional Relationships That Last

Networking has the power to accelerate your career, uncover new opportunities and establish meaningful professional relationships. However, this is much more than collecting contacts and its benefits don’t happen automatically. Understanding how to approach networking in an organic way that focuses on building relationships, offering value and earning trust can be one of the most effective tools for professional growth. While the term “networking” may sound transactional, it’s rooted in developing human-to-human connections. It provides an opportunity to create mutually beneficial relationships, exchange ideas and help others succeed. Whether you are searching for a job, cultivating business opportunities or seeking industry insight, a thoughtful approach can set you up for impactful interactions. Be prepared. Networking opportunities can happen anywhere, whether you’re in a formal industry event, a community gathering or even on an airplane. Proper preparation allows you to make the most of these moments, even if they are unexpected. Have your short personal brand statement practiced and ready; and if you are actively networking with a specific objective, make sure you are able to clearly articulate what you’re looking for and how others may be able to help. Make the most of networking events. Walking into a room full of strangers can feel intimidating, even for seasoned professionals. Create a few conversation starters to break the ice and help you feel more at ease and confident. Identify common ground whether it’s a conference session, emerging insurance trend, or shared interest such as travel or sports. Finding even a simple point of connection helps ease any tension and enables conversations to flow more naturally. Focus on offering value. While you likely have your own specific goals, focus on what you can offer the other person. As you learn more about them, you may have articles or resources to recommend, or connections you’re able to facilitate within your existing network. Most individuals find satisfaction in helping others as well. Once you’ve established rapport, don’t hesitate to mention if you’re hoping there is a specific way they might be able to assist you. Adapt your approach to each situation. Every interaction is different, and you’ll want to adjust your approach based on the setting and tone. At a formal networking event, leading with questions about an individual’s role and company may be appropriate. In more casual settings, such as a cocktail reception, learning about the person and having work-related information come up more naturally may be the best approach. Gain an initial feel for how you can potentially help each other – whether it’s today or in the future. Ask thoughtful questions and actively listen. Listen and ask questions, rather than speaking about yourself. Be curious and don’t be afraid to admit when you’re not well-versed in something. A simple, “I’m not familiar with that, could you share more?” is a great way to encourage others to open up about their work and talk about areas that excite them, leading to more engaging conversations. Broaden your network.  Make an effort to connect with individuals in all areas of the business – you never know who will be a catalyst for a future opportunity. This includes professionals who are earlier in their careers. Helping them build their own networks supports the next generation while also allowing you to establish relationships with future leaders. Especially in a tightknit industry like insurance, you never know where a conversation may eventually lead. Make it personal.  Strong professional networks are built on relationships, not transactions. Get to know the person and don’t talk exclusively about business. You may even want to dedicate time after events or conversations to write down a few notes about the individuals you spoke with, as well as what you discussed. This could be anything from upcoming vacation plans, a professional milestone or projects they’re spearheading. Referencing something specific to your conversation helps make your follow-up more personal and natural. Nurture relationships.  Making an initial connection is just the starting point. If there’s no follow-up, it’s likely the interaction will end there. Connect on LinkedIn or send a brief email after your conversation to share contact information and follow through on resources or introductions you discussed. Similarly, make sure your LinkedIn profile is updated so new connections can easily find you. Express gratitude. When someone takes the time to make an introduction, offer advice, pass along information or review your resume, show your appreciation. This can be through an email or even a written note depending on the situation. This also provides an opportunity to reconnect and share successes that were made possible with their assistance. Networking is a skill that can be practiced and perfected over time. As you grow your network, you’ll be in a position to connect others, while continuing to strengthen your own relationships. With the right mindset and tactics, building your network is an investment that will pay off at all stages of your career.

AI Literacy and the Future of Work

In the latest Lead the Machine podcast episode, Jacobson's Judy Busby joined host Kirstin Marr, discussing ways to take ownership of your career path in the age of AI. If you're thinking about what it takes to thrive in this next chapter of the workplace, give it a listen.

Traits and Behaviors of the Most Effective Directors

As insurance organizations adapt to a rapidly changing business environment, so does the role of their boards of directors. Although each director brings unique expertise and perspective, the most effective board members share several common traits. Explore the behaviors that contribute to stronger governance and oversight.

The Evolution of Insurance Skills

We’ve been honored to partner with the International Insurance Society throughout the past several months to share insights related to findings from their Shin Research Program. As the industry continues to evolve and adapt, there are a number of vital skills standing out as both important and/or investible for the next few years: Data-Driven Decision Making The Shin Research Program shares data scientists are the fastest-growing segment within insurance. The Bureau of Labor Statistics expects this area to increase by 34% over the next decade – outpacing anticipated overall average growth for all occupations and signaling a shift toward data- and analytics-driven decision-making.  To take advantage of this wealth of information, organizations must cultivate a culture rooted in agility, innovation and ongoing learning. Champion data literacy, encourage curiosity, and commit to ongoing upskilling and reskilling. Having the right workforce in place is essential for turning an influx of information into actionable recommendations. Read more in the article, “Fueling Innovation with Data-Driven Decisions.” Interpersonal Skills Communication and interpersonal skills are critical differentiators in today’s environment. Human judgement remains essential for effectively managing complex and nuanced situations. The Shin Research Program found that customer service is considered the most vital skill for sales and service professionals within the insurance space. Active listening, empathy, patience and problem-solving are all key skills that can’t be fully replicated by a machine. By strengthening these areas, your team will be best prepared to augment the capabilities of AI and maintain a human touch. Read more about interpersonal skills for customer-facing individuals in the article, “Building Strong Interpersonal and Communication Skills.”  Read more about interpersonal skills for managers in the article, “Building Trust, Connection and Confidence: Core Soft Skills for Managers.” Leadership Team leadership is considered a critical skill for today’s managers, according to the report. Yet, leadership does not come naturally for everyone. It’s important for insurers to invest in building leadership skills at every level – whether individuals are current managers or future leaders. Organizations often lack formal management training; however, these skills are vital to your organization’s ongoing health. In fact, 70% of the variance in employee engagement is dependent on an individual’s manager. Having the right leaders in place – and continually building leadership skills within your talent pipeline – impacts productivity, retention, job satisfaction and much more. Read more in the article, “Preparing Insurance Leaders for Peak Performance.”  Critical Thinking Nearly 90% of insurance professionals report critical thinking and problem-solving are highly important to their success, according to the Shin Research Program study. Evaluating accuracy, context, bias and ethics are just a few areas that are more important than ever in an increasingly AI-dominated landscape. Especially as more seasoned employees retire, supporting younger talent in absorbing the information that may be left behind and being able to understand how different pieces work together is essential. Today’s challenges involve multiple stakeholders, competing priorities and a number of potential risks. Critical thinking and problem-solving skills can help professionals make informed decisions, even in complex situations. Read more in the article, "Mastering Critical Thinking in the Age of AI."  By identifying and investing in the skills that will be most valuable in the future, your team will be positioned to evolve along with the industry. New capabilities and tools will continue to emerge, yet having the right skills in place will enable your organization to rise to new opportunities and challenges.

June 2026: Labor Market PULSE

AT-A-GLANCE LABOR MARKET NUMBERS Unemployment for the insurance carriers and related activities sector decreased to 1.6% in May. The insurance carriers and related activities sector lost 10,700 jobs in May. Industry employment decreased by approximately 72,900 jobs compared to May 2025. The U.S. unemployment rate remained unchanged at 4.3% in May and the overall economy gained 172,000 jobs. INSURANCE INDUSTRY HIGHLIGHTS On a year-to-year basis, April* insurance industry employment increased in title (up 2.3%) and reinsurance (up 1.7%). Agents/brokers remained unchanged, while job decreases were seen in claims (down 21.9%), life/health (down 3.7%), TPAs (down 2.0%), and property and casualty (down 1.5%). On a year-to-year basis, April* saw weekly earnings increases in agents/brokers (up 6.7%), title (up 4.7%) and TPAs (up 2.9%). Claims remained unchanged, while property and casualty was down 0.2%. Within the larger finance and insurance sector, voluntary quits decreased from 93,000 to 71,000 for April.* Notes: The BLS continues to revise numbers to be most accurate, which may contribute to inconsistencies, depending on when reports were pulled. *The BLS Job Openings and Labor Turnover Survey report and reports on wages and employment for the industry category are only available for two months prior. The source for the data represented in PULSE is the U.S. Bureau of Labor Statistics. Insurance data is derived from the insurance carriers and related activities sector.

Building Trust, Connection, and Confidence: Core Soft Skills for Managers

In our latest article in partnership with the International Insurance Society, CEO Corey Pinkham discusses the key interpersonal skills and broader soft skills that set the best managers apart.