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The Human Element of AI Transformation

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August 2025: Labor Market PULSE

The BLS revised its numbers for May and June, showing slower job growth than initially reported for the overall U.S. economy. May employment numbers were revised down to an increase of 19,000 jobs rather than the initially reported 144,000 jobs. June employment numbers were initially reported as a jump of 147,000 jobs, and now reflect an increase of 14,000 jobs. The insurance industry was less impacted by the revisions. June was revised down from 3,026,400 jobs to 3,017,600 jobs; however, preliminary numbers show 7,500 of these jobs were gained back in July. The insurance industry’s unemployment rate also increased by 1 point, yet remains lower than the annual average of 2.4%. For more labor market trends and to hear what the insurance industry can expect in the next 12 months, join us for our Q3 2025 Insurance Labor Market Study results webinar, taking place this afternoon at 1 p.m. CT. Register here: https://jcbsn.gr/2025q3-webinar. AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector increased to 2.3% in July. The insurance carriers and related activities sector added 7,500 jobs in July. At more than 3 million jobs, industry employment increased by approximately 19,600 jobs compared to July 2024. The U.S. unemployment rate increased to 4.2% in July and the overall economy added 73,000 jobs. INDUSTRY HIGHLIGHTS On a year-to-year basis, June* insurance industry employment saw job increases in agents/brokers (up 2.1%), property and casualty (up 0.9%), title (up 0.8%), claims (up 0.5%), and TPAs (up 0.3%). Meanwhile, jobs decreased in reinsurance (down 2.6%) and life/health (down 1.8%). On a year-to-year basis, May* saw weekly earnings increases in all categories: property and casualty (up 8.6%), agents/brokers (up 8.4%), claims (up 6.2%), TPAs (up 5.1%) and title (up 4.3%). ** Notes: Adjusted employment numbers for June show the industry saw a decrease of 8,100 jobs, compared to the previously reported decrease of 1,600 jobs. 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 BLS has not reported on reinsurance and life/health insurance earnings since December 2024. 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.

Compass 18.3: Retaining Your Top Talent

This quarter’s Compass feature article explores ways to identify and retain your most impactful employees.

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. Not surprisingly, technology roles consistently rank at the top of carriers’ hiring plans. It’s likely your organization’s priorities for the rest of the year and moving into 2026 are dependent on having the right teams in place to successfully move technology projects forward. However, as an industry, attracting this highly sought-after talent can be difficult. Insurance carriers are competing with startups, financial services organizations, insurtechs and more for a finite pool of talent. The opportunities within technology are vast given the sector’s rapid expansion, and skilled individuals have a wealth of attractive options. Insurers must be strategic and intentional in overcoming this talent challenge and effectively appealing to candidates within the technology space. Sell your tech stack and potential for innovation. Focus on your organization’s commitment to its current and future technology investments. Especially if you are still working in older mainframe technologies or don’t have a chief innovation officer or technology-focused seat within your senior leadership team, it’s important to share your vision and lay out a clear roadmap. Highlight what makes your opportunity stand out. While large corporations may have an abundance of tools, resources, and projects, one of the more unique aspects of joining a small or medium-sized insurer is the ability to help shape the organization’s overall approach to technology and automation. For professionals looking to play a hands-on role in guiding strategy, insurance often offers exposure and visibility that other industries may not. The ability to be involved and make a larger overall impact can be a valuable selling point. Commit to growth and learning. The accelerating pace of technological advancements makes it essential that professionals are able to continually develop their skills and stay informed on new systems, tools and programs. A commitment to continued education within the technology space is crucial for appealing to high performing individuals. Communicate how you will help them grow and ways your organization will support their ongoing career advancement. Enlist interim support. Often, it may be beneficial to enlist temporary talent as an alternative to hiring for a full-time role. This enables you to quickly access the specific skillsets your project requires whether it’s AI integration, enhanced digital experiences, cybersecurity or another initiative. By partnering with a staffing firm that is focused on the insurance industry, you’ll be best positioned to find the talent that will have the greatest impact. As the need for technology talent continues to accelerate, being strategic about how you’re competing both within and outside the industry is key. Learn more about Jacobson’s staffing solutions here. For insight on effectively leading through AI transformation, view our recent white paper.

July 2025: Labor Market PULSE

While the insurance industry saw a slight decrease in employment in June, the industry’s unemployment rate also dropped – hitting its lowest point since September 2023 at 1.3%. The dip of 1.6 points is the largest we’ve experienced since July 2023, when the unemployment rate then stayed below 2% for multiple months. However, similar to when we’ve seen spikes in unemployment, it’s too soon to determine if this will be a longer-term trend. Within the larger finance and insurance sector, layoffs are down, dropping from a rate of 1% in April to 0.3% in May*. Job openings also saw a slight spike, increasing by about 90,000 positions to 374,000. As the industry continues to navigate its talent strategies in the current climate, having insights to serve as a benchmark is essential. Our Q3 2025 Insurance Labor Market Study is now open for participation. Share your organization’s plans for the coming 12 months and receive a complimentary copy of the results. Complete the five-minute survey here: https://jcbsn.gr/2025q3-laborstudy. AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector decreased to 1.3% in June. The insurance carriers and related activities sector lost 1,600 jobs in June. At more than 3 million jobs, industry employment increased by approximately 22,400 jobs compared to June 2024. The U.S. unemployment rate decreased to 4.1% in June and the overall economy added 147,000 jobs. INDUSTRY HIGHLIGHTS On a year-to-year basis, May* insurance industry employment saw job increases in claims (up 3.1%), agents/brokers (up 3.0%), title (up 1.3%), TPAs (up 1.2%), and property and casualty (up 1.0%). Meanwhile, jobs decreased in reinsurance (down 1.0%) and life/health (down 1.1%). On a year-to-year basis, May* saw weekly earnings increases in all categories: property and casualty (up 9.1%), agents/brokers (up 6.5%), claims (up 6.0%), TPAs (up 5.9%) and title (up 4.3%). ** Notes: Adjusted employment numbers for May show the industry saw an increase of 1,700 jobs, compared to the previously reported decrease of 5,300 jobs. 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 BLS has not reported on reinsurance and life/health insurance earnings since December 2024. 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.

How to Be a Successful Fractional Executive

As the gig economy continues to revolutionize the business landscape, fractional executive roles are creating new opportunities for seasoned industry professionals. These “on-demand” positions can help companies fill leadership gaps on a short-term basis due to unexpected turnover or changing needs. They also create new opportunities for seasoned leaders who are between full-time positions or seeking more flexibility in their careers. Unlike consulting or more project-based temporary roles, fractional executives become fully integrated team members for defined periods—typically three to 12 months—filling a seat and sometimes even tackling specific challenges within the organization. For some companies, this could mean full-time hours throughout the contracted period; for others, it may be a set number of hours or days per week. While a less traditional path, fractional employment can have its benefits: Gain access to new organizations. Fractional roles can provide an entry point to companies you may not otherwise have the opportunity to join. Some organizations use these engagements to evaluate potential permanent hires while addressing immediate needs. You will be able to build connections within a company, prove your effectiveness, and potentially be added to the candidate slate if and when a full-time opportunity arises. Enhance your executive toolkit through diverse experiences. In addition to providing access to new companies, each fractional engagement is an opportunity to expand your expertise across different disciplines, organizational structures and business models. By being open and committed to growth and learning, you can gain skills and experience in an accelerated timeline. Build your network. Each new professional opportunity helps grow your network and expand your reach, whether it’s through board members, colleagues or other industry professionals. Whether your longer-term goal is to build a book of potential clients or transition to a full-time position, a robust network is invaluable. How to be Successful in a Fractional Executive Role As with any position, success is dependent on effort and attitude. If fractional work sounds like it may be right for you, here are a few ways to make the greatest impact: Prior to taking on the position, evaluate if it is the right fit for you – no matter how short-term it may be. This includes understanding the company’s culture, its environment and the preferred communication style. Would you be able to quickly fit in, or would you have to dim your leadership approach? Know when it is best to graciously pass on an opportunity. At the start of your time with a company, make sure to re-align on expectations. Especially for these shorter-term roles, it’s important to understand how your employer views the position and its intended impact. This may also be an appropriate time for gaining visibility into any existing team dynamics. As part of this expectation-setting, ensure the team you are spearheading has a clear understanding of what you are there to do and that a current member of leadership is able to support your integration into the company. Approach a fractional position as you would a full-time role, keeping the organization’s best interests at heart. Even if you won’t be able to see an initiative come to fruition, focus on how you can set the company up for success. Help establish your credibility by sharing ideas, being transparent and providing thoughtful contributions. Treat your colleagues as teammates from day one and commit to ongoing communication. Schedule one-on-one meetings with any direct reports and key team members to understand their challenges and ask how you can help them achieve their goals. Be open and transparent, while inviting feedback and listening to their ideas. Roll up your sleeves and tackle problems alongside your team when possible, rather than simply directing them from above. When you show you understand team members' roles and have the experience to guide them through challenges, you're positioned to earn their respect and buy-in much faster. Go in with the same intention, drive and dedication you'd bring to any permanent position. While fractional roles are finite by design, they might open the door to future opportunities. In today's competitive executive job market, fractional roles offer a valuable alternative for leaders who are looking to build their skills, achieve a better work-life balance or fill time between full-time roles. By taking a strategic and intentional approach, you’ll be best positioned to make an impact and meet your long-term goals. Interested in fractional work or other interim roles? Visit our Career Center to stay connected when opportunities arise.

7 Ways to Sell Your Organization to Today’s Candidates

In today’s competitive recruiting environment, employers who approach recruiting as a one-way decision will be set up for failure. Top talent has high expectations for future employers; and continually evolving to appeal to the best and brightest candidates should be a priority for industry leaders. In our recent issue of Compass, Jeff Blair, senior vice president of executive search and business development, discusses ways to sell your position and company throughout the recruiting process in a way that leads to a successful hire. Below are seven ways to ensure a positive and engaging candidate experience, from Jeff’s feature article, "Taking a Candidate-Centric Approach to Recruiting." Build an employer brand that distinguishes your organization as a workplace of choice within the larger employment marketplace. Be as flexible and creative as possible with in-office requirements to meet the candidates’ desires while adhering to the requirements of the role. Aim to treat candidates similarly to how you would a potential client – with a human approach that emphasizes personal interactions, responsiveness and ongoing communication. Focus on growth opportunities and be intentional around the experience, certifications and skillsets necessary for a role. Determine a few must-have skills and qualities, then be flexible with the rest. Seek to understand what is important to each candidate during initial conversations. Then, build an interview panel that can authentically address those areas – be it your company’s stance on flexibility, culture, work-life balance or growth. Help individuals feel confident moving forward with your organization by maintaining momentum and sharing your vision for the role’s longer term career path. “Strike while the iron’s hot” and make your first offer your strongest once you’ve found the right candidate. By taking a candidate-centric approach that focuses on an individual’s values, establishes a purpose for each interview, and offers frequent communication, you’ll be positioned to secure the best in the market. View the full article for more on recruiting in a way that ensures candidates are ready to say “yes” when it comes to the point of an offer. For more talent insights, delivered to your inbox each quarter, subscribe to our Compass newsletter.

Recruiter Report: Looking Beyond Potential Resume “Red Flags”

The recruiting climate continues to evolve and present a variety of challenges for insurers. There’s a lingering talent shortage, transferable skills are more important than ever, and candidates are rigid in their expectations. Last quarter, we discussed adapting your mindset and redefining what constitutes a “perfect” candidate. However, one area that often remains difficult for hiring managers is moving past what they’ve previously considered a “red flag” on an individual’s resume. In this edition of Recruiter Report, we're exploring the question, “Are traditional ‘red flags’ still a concern in today’s environment?” Reviewing resumes is, of course, an essential first step in identifying a slate of qualified candidates for your open role, and there will be clear signs when individuals should not move forward. For instance, an abundance of typos when attention to detail is critical; false or misleading information; or resumes that are unrelated to the position, all help you cull your initial list of potential candidates. However, in some cases a candidate may meet most of your criteria, but have gaps in their background or experience that give you pause. While resumes share a wealth of initial details about an individual, they’re still one-dimensional. Sometimes to find the best candidates, it’s necessary to dig a little deeper. Employment Gaps and Job Hopping Especially in the post-COVID environment, job changes and gaps in employment don’t necessarily mean the individual isn’t committed or able to settle down. Context is everything. In many industries – including insurance – mergers and acquisitions have become more common. A candidate’s resume might suggest frequent movement when in reality they’ve remained loyal through times of transition and gained a variety of experiences while flexing their ability to adapt – all of which would be a benefit to your organization. Additionally, professionals have become more comfortable prioritizing their families and mental well-being. Career breaks may have been an intentional pause to reset or to care for family members. They may have a partner in a job that requires frequent relocation or who is in the military. Perhaps their previous boss took a new role and brought them along. Before turning someone away based on the timelines within their resume, ask a few questions that provide them with the opportunity to share the full story. This could even be through an initial recruiter screening to help you gain more perspective before bringing them in to interview. Previous Work Environments Prior to 2020, it was generally assumed individuals worked from their company’s office location. Now, with most employees being hybrid or fully remote, ensuring an individual’s desired work environment aligns with your company’s corporate policy is essential. If a candidate has worked remotely for years and the open position requires them to commute into the office a majority of the time, it may be a red flag. At the same time, if they’ve worked in the office and are used to frequent social interactions, accepting a fully remote role may feel alienating. Before bringing a candidate in for an interview, be upfront with the required days in office in case it’s a deal breaker for them. If the process moves forward, ensure individuals are able to talk with others in the organization who have gone through similar transitions. For in-office roles, you may also decide to plan face-to-face interviews around the morning commute to make sure they know what it’s like before they commit. Lack of “Key Words” Often, initial resume screens review for pre-determined key words. However, if this doesn’t account for an array of terms, a candidate may be discounted on semantics alone. Consider who’s doing your initial resume screenings – do they understand which candidate experiences translate to your needs? For example, terms like “sales representative” and “producer” or “Affordable Care Act,” “ACA,” and “Exchange” can often be used interchangeably. Moreover, insurance roles are evolving and new roles are being created, making it necessary to account for transferable skills. Make sure whoever is in charge of your initial screenings is well-versed in insurance and taking a holistic approach. Similarly, AI may be helpful, yet it’s important to ensure it’s used as a tool and not a replacement for a human with deep industry knowledge. Resumes are representative documents designed to fit complex careers into concise formats. Not everything you see will be black and white; if a candidate seems well-qualified but a potential “red flag” pops up, take the time to dig deeper. Today’s career paths wind, turn and pause. In many cases a “red flag” on paper may not be a red flag at all. Expand your mindset to avoid missing out on the perfect candidate before they even make it to the interview. In our recent LinkedIn poll, we’re asking what hiring managers currently consider red flags. Check out the responses and weigh in here.

Addressing Burnout and Re-engaging Your Teams

Last year, employee engagement hit its lowest point in a decade, with just 31% of employees engaged in their work. While employee attitudes have certainly shifted in the past few years and labels such as “quiet quitting” and “quiet cracking” have frequented the news cycles, we're not at the point of no return. However, it’s important for insurers to be vigilant in addressing signs of employee burnout early on – even before the point of active disengagement. According to a January 2025 report by the National Alliance on Mental Illness, 52% of employees have felt burned out at work during the past year. More than one-third of individuals said these feelings have made it difficult to do their jobs and 32% have either quit or considered quitting due to their role’s impact on their mental health. In the current environment, the ability to identify burnout and proactively combat disengagement should be an ongoing management priority. Engaged employees are connected to their work, tend to go above and beyond, help encourage new ideas, and set the tone for an overall positive company culture. As a result, the benefits of a highly engaged workforce extend far beyond a happier work environment. An engaged team is more productive, contributes to higher customer satisfaction, is primed for greater creativity and innovation, and ultimately leads to greater organizational success. Additionally, keeping employees engaged in their roles is essential for retention and the ongoing health of your workforce. Identifying Signs of Burnout Especially in remote or hybrid environments, it’s not uncommon for managers to miss the initial signs of burnout, which can eventually lead to longer term disengagement. While burnout can manifest in a variety of ways, here are a few things to watch out for: The employee isn’t reaching out to you or teammates at least daily (whether in person or on a messaging platform) with questions or updates. When they do talk with you, most of the conversation is negative or they are complaining about co-workers, clients or the work. They’re not prepared for one-on-one meetings or other discussions. Deadlines are missed with increasing frequency. The individual is taking last minute PTO on a regular basis. Their work quality declines. They aren’t interested in participating in team activities. Addressing Suspected Burnout While everyone has bad days, if you’re noticing any of these behaviors consistently in an employee, it’s worth taking action. Schedule time to have an honest and direct conversation about how they feel about their work and their future with the company. Ask if there’s anything they wish they could change about their role – whether it’s something to potentially add or remove, as well as if they have suggestions for how you can help them be more productive or successful. There are several factors that may lead employees to feel burned out in their roles, including excessive workloads, monotony in their work, misalignment of skills, feelings of being undervalued, lack of recognition or inadequate support. Aim to have an open and honest conversation to help uncover their current feelings, show you care, and make adjustments within your control. Maintaining Engagement Along with being aware of potential signs of burnout, you can also take steps to prevent burnout and disengagement before it becomes an issue. Have a few processes and strategies in place to promote ongoing communication and keep employees engaged to the best of your ability. Frequent One-on-Ones: Have regular formal check-ins with each of your direct reports to ensure they are set up for success and are feeling adequately connected to both the team and company. Depending on the individual’s tenure and functional area, these meetings should take place every one to two weeks. Prioritize these meetings and if you do have to cancel, commit to rescheduling in a timely manner. Create a set agenda and hold employees accountable for adding topics they would like to talk about each week. This includes opportunities, successes, challenges and areas where they need more support. Career Development: Help employees see their futures with your company by working to create a career development plan that accounts for their short- and long-term goals. Where do they want to go within your company? How can you help get them there? Work with your team members to map out their professional futures and support them in working toward those goals. In-Person Team Activities: If the majority of your employees are remote or hybrid, ensure you are creating opportunities for in-person interactions. Even if it’s once a year, getting together as a team can build essential bonds and working relationships. Additionally, it’s likely remote employees have at least one colleague who works near them. Encourage them to meet for informal lunches or coffee every few months if possible. An engaged workforce is essential for a company to reach its full potential. By taking a proactive approach to engagement that identifies and addresses burnout early on, you’ll be best equipped to build a positive and productive team that contributes to ongoing success.

Jacobson Employee Spotlight – Q2 2025

In this employee spotlight, we’re proud to highlight three outstanding team members whose dedication and character help drive Jacobson’s success. Their contributions make a lasting impact on our organization. Nancy Savich Engagement Director, 3 years 7 months at Jacobson Hometown: Boardman, Ohio Alma Mater:  Bachelor’s from The Ohio State University – “GO BUCKS!” – and master’s from Bowling Green State University Describe Your Role: I serve as the primary point of contact for executive search clients, candidates and the internal team to develop tailored solutions to deliver optimal results. I also build and maintain strong relationships to ensure client satisfaction, drive growth and foster loyalty. Favorite Food: Seafood. I love fresh Maryland blue crab! In Your Time at Jacobson, What Has Been Your Favorite Project?  Anything related to streamlining processes to promote the ease of doing business Advice for Newcomers to the Industry: Stay well-versed on industry trends and always be networking Who or What Inspires You To Excel in Your Role? A sense of contribution and teamwork to meet client needs You Are Happiest When You Are: At the beach with friends If You Won the Lottery, What Is the First Thing You Would Do? Buy a sports car!  Morgan Falck Recruiter, 3 years at Jacobson Hometown: Greenleaf, Wisconsin  Alma Mater:  University of Wisconsin Green Bay Describe Your Role: As the lead life insurance recruiter for the temporary staffing team, I identify and engage top-level talent within the insurance industry to help our clients fill their open positions. Last Show You Binged: "The Gilded Age" Favorite Food: Sushi Who or What Inspires You To Excel in Your Role? My own ambition and career goals are really what drives me to excel in my role. Advice for Newcomers to the Industry: Enjoy the journey. It’s an honor to be able to help candidates take the next steps in their careers. Celebrate the wins with the candidates you are working with. One Professional Skill You Are Actively Developing: Having marketing and sales skills is key for being a successful recruiter. I have a background in business development and marketing, so keeping up on current trends and business practices helps me to engage and present opportunities to new consultants. You Are Happiest When You Are: When I’m with my husband and kids. My oldest son is starting high school in the fall. It goes so quickly.  Something You Recently Learned: I’m working on learning new recipes for both baking and grilling/smoking. Most recently, I mastered a new recipe for cinnamon rolls and focaccia. Random Fact: My husband and I have season tickets for the Packers. If we aren’t at the games, we throw Packers parties at our home. If You Won the Lottery, What Is the First Thing You Would Do? First, I would pay off my student loans and set aside money for both of my boys to go to college; and then, I would plan a vacation to Germany, Ireland and England. I’d also probably go back to school and get my MBA. Lupe Gomez Administrative Assistant, 2 years at Jacobson Hometown: Chicago Alma Mater: I attended North Park University, a small school on the north side of Chicago. Describe Your Role: I am an administrative assistant at Jacobson, providing support to various departments within the company. I am primarily based in the Chicago office, where I assist employees and guests during their visits. Last Movie You Watched: "Sinners," and I could not recommend it enough – such a good movie. In Your Time at Jacobson, What Has Been Your Favorite Project?  One of my favorite projects has been working on our internal Hub. I created a section within the Knowledge Hub for Outlook. It was enjoyable gathering the necessary materials and creating the page.  Favorite Food: Sushi, and there is a great restaurant called Nori’s that’s amazing! Who or What Inspires You To Excel in Your Role? My family inspires me to excel in my work every day. I know they are proud of me and my accomplishments and having their support is the best feeling. You Are Happiest When You Are: At the beach. If You Won the Lottery, What Is the First Thing You Would Do? I would book a flight to Puerto Rico. View previous editions of our Employee Spotlight. For monthly Employee Spotlights, follow our Facebook page. 

Interview Prep: A Checklist

Job searching can often feel overwhelming and bring with it questions around whether a potential opportunity is truly the best fit. However, with the right preparation, you can use the interview process as a tool to better understand how well the role and company align with your values, goals and what you need to thrive professionally. Whether you're interviewing virtually or in-person, the below checklist can help ensure you're ready to put your best foot forward, while also gaining the insights needed to make a confident decision. Research the company. Find out as much as you can about the company before entering the interview, noting important information and any initial questions you have. Here are a few ideas for getting started: Company website: Read through the company website, information about its services and value proposition, and then practice describing it in your own words. Note the company size, structure, leadership and history to understand what type of environment you'd be entering. Pay particular attention to the mission statement and core values. Employee review sites (Glassdoor, Indeed): Check out what current and past employees say about the company, looking for culture insights and recurring themes about work-life balance, management styles, growth opportunities and overall employee satisfaction. Social media pages: Often, corporate social media pages (LinkedIn, Facebook, X, Instagram, etc.) can provide the most “real-time” insight into the company and its activities. This can also offer a glimpse into its community involvement, employee events and how leadership positions themselves externally. Recent press and news articles: View the company’s press room (if it has one) and do an online search to find any recent articles or news-making headlines. LinkedIn employee profiles: Click to view the company’s current employees – are they sharing positive experiences and serving as company ambassadors? If you have any existing connections, you may want to reach out to them for additional insight. This is also an opportunity to scan for red flags around tenure—high turnover may signal underlying issues worth exploring in your interview. Research your interviewers. Once you know who you'll be meeting with, review their LinkedIn profiles, corporate bios and any other information you can find. Understanding their roles and backgrounds can be especially helpful for better tailoring your questions and conversation points. You may also uncover shared interests or experiences that can help build rapport during the interview. When you do speak live, aim to mirror each interviewer’s conversation style and level of formality (while committing to authenticity and professionalism), to help further build connections. Prepare thoughtful questions. Develop at least five questions that will help you better understand the company and expectations of the role, while also further demonstrating your interest. These questions provide an opportunity for the interviewer to expand upon what you’ve gathered from your research. This may include questions around team dynamics, growth opportunities or specific responsibilities mentioned in the job description. Asking about the interviewer's personal experience at the company can also yield valuable information while showing your genuine curiosity. Practice answering common questions. In addition to refreshing your personal brand statement, be prepared to concisely answer questions about yourself and your experience. Review common behavioral interview questions to provide insight into your thought process and how you've handled situations in the past. Additionally, spend time thinking through your strengths, skills and accomplishments, as well as how they have prepared you for success in the role. Anecdotes and examples that illustrate your aptitude are especially helpful. Aim to connect your experiences directly to the requirements outlined in the job description, when possible. Virtual Interviews: Set up your interview space. For virtual interviews, test your camera, microphone and internet connection at least a day before. Choose a quiet location with good lighting and a neutral, uncluttered background. Join the meeting several minutes early to ensure everything is working properly. Keep the job description, your resume and prepared questions where you can reference them during the interview, either printed or on a separate screen. Make sure to also have a notebook and pen available to take notes during your conversation, which can be helpful for follow up. In-person Interviews: Prepare to make a positive in-person impression. If you’re required to go into the office for an interview, set yourself up for a smooth and low-stress arrival. Plan and prepare what you will wear a few days before, print off copies of your resume, and pack your bag ahead of time. Depending on the interview location, make sure you know how long it will take to get there and have planned out your method of transportation (whether it’s public transit, an Uber or parking logistics.) Plan to arrive early, providing ample padding for any unexpected issues that may arise. Remember that interviews are not just about discussing your qualifications – they're an opportunity to gather information and assess whether the role and organization align with your professional goals and personal values. By doing your research ahead of time, preparing thoughtful questions and being intentional about what you want to uncover during the interview, you’ll be positioned to make informed and confident decisions about your next career move.

June 2025: Labor Market PULSE

May saw insurance industry unemployment tick up slightly to 2.9%. At the same time, April numbers show a decrease in job openings for the larger finance and insurance industry, while layoff levels were the highest seen since November 2022. This slight change in numbers doesn’t indicate much at this point, but it’s something to keep an eye on in the coming months. While the market remains relatively stable, but somewhat unpredictable, many insurers are focused on recruitment and retention. With 41% of high-performing individuals reporting lack of growth opportunities as a reason for seeking new employment, employee development is an effective retention tool. Read our recent blog post for effective development strategies that resonate in today’s environment. AT-A-GLANCE NUMBERS Unemployment for the insurance carriers and related activities sector increased to 2.9% in May. The insurance carriers and related activities sector gained 5,300 jobs in May. At more than 3 million jobs, industry employment increased by approximately 35,400 jobs compared to May 2024. The U.S. unemployment rate remained at 4.2% in May and the overall economy added 139,000 jobs. INDUSTRY HIGHLIGHTS On a year-to-year basis, April* insurance industry employment saw job increases in claims (up 5.2%), agents/brokers (up 3.1%), TPAs (up 1.2%), property and casualty (up 1.0%) and title (up 0.5%). Meanwhile, jobs decreased in life/health (down 0.9%) and reinsurance (down 1.0%). On a year-to-year basis, April* saw weekly earnings increases in property and casualty (up 8.6%), claims (up 7.5%), agents/brokers (up 6.5%), TPAs (up 5.1%) and title (up 3.6%). ** Notes: Adjusted employment numbers for April show the industry saw an decrease of 4,800 jobs, compared to the previously reported decrease of 100 jobs. 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 BLS has not reported on reinsurance and life/health insurance earnings since December 2024. 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.

Employee Development that Resonates in Today’s Environment

The ability to effectively develop your employees can make a large impact on your company’s overall success – from the ability to tackle future challenges to enhanced employee productivity and retention. Organizations focused on development have 11% greater profitability and are twice as likely to retain employees, compared to those that do not. In addition to business advantages, top professionals are actively seeking out employers who are committed to their growth. Nearly 90% of Millennials say professional development opportunities are very important and 41% of high performing individuals said lack of growth opportunities was a reason for seeking new employment. Depending on a role’s level, the cost of employee attrition is roughly 30-150% of its salary (even more for executive-level positions). Additionally, the industry’s unemployment rate is low and the majority of insurers plan to continue adding staff, resulting in limited qualified individuals available to fill open positions. Proactively investing in developing your current employees can create a strong bench of internal talent and should be a priority within your talent strategy. Think beyond traditional employee development. As the insurance industry and its capabilities expand, so do the required skillsets and attributes of its most successful individuals. Strictly linear career paths are not always the norm and it’s necessary to acknowledge this within your approach. While function-specific training programs are still valuable in providing a firm foundation for many areas of insurance, there are several other factors that comprise a well-rounded and engaged professional. Jobs are evolving, departments are flattening, and daily in-office interactions are less common. Emotional intelligence, communication and presentation skills, problem-solving abilities, and other transferable skills help individuals be successful no matter the demands of their current or future roles. Those who will eventually move from high-performing individual contributor roles to supervisory positions will also need to hone their leadership and team management skills. Start building these capabilities early by putting individuals in charge of specific modules within your training programs or giving them management experience through special projects or activities. Create opportunities to absorb information. For previous generations of talent, many best practices and business lessons were absorbed by observing others. In today’s virtual and hybrid environments, employees are no longer able to listen over the cubicle wall or informally shadow a colleague. More thought and intentionality must be given to recreate these experiences, while keeping them consistent across work environments. Help further grow high potential individuals’ skills and knowledge by connecting them to more senior-level high performers who possess similar interests and strengths. By matching them with the right people, you can further expand their mindset and introduce them to ideas and opportunities they may not have realized were even possible. Additionally, consider how you can connect individuals to other areas of your organization, whether it’s through internal committees, cross-departmental initiatives or company-sanctioned social events. Focus on future needs and potential skill gaps. Where does your organization aim to be in the next one, five or 10 years, and what skills and talents will be necessary? Incorporate these areas into your succession planning efforts and ensure you’re focusing on these areas within your employee development plans. People want to be challenged – especially if those opportunities align with their interests and capabilities. For instance, if you are planning to focus on AI transformations, consider how you can begin building technology and change management skills within your team. If you are bringing on additional product lines, strong business acumen, negotiation and project management skills may become a priority in your development plans. Be creative. Many organizations have flattened over the past several years, limiting opportunities for traditional title changes and direct promotions. This may make it more difficult to move individuals up through the organization – especially if someone else is currently occupying what would be their next role. Be creative in how you can give people the opportunity to push and advance throughout the company even if there isn’t an open position to fill. This could mean a horizontal move, breaking their role up into two areas to provide a broader perspective, job sharing or giving them more executive exposure. Help individuals feel like they’re growing, while building the knowledge and levels of productivity needed to achieve your team’s strategic goals. Communicate a clear career path. Don’t be afraid to let individuals know you are committed to further developing them and to creating opportunities that align with their strengths and professional passions – especially those you’ve identified as high potential. Ask about their interests and longer-term goals, recognizing their career aspirations may not be linear. Once you have uncovered what excites and motivates them, you can create more formal career development plans to ensure they’re moving forward in a methodical and strategic way. View a downloadable template at this link. It’s essential to adapt to the current working environment and be creative and intentional in offering your employees the experiences and exposure they need to grow and thrive. Provide the opportunity for people to get involved and participate in meaningful ways, while building the skills necessary for moving to the next level. This will not only result in a fulfilled and engaged workforce, but will also set your company up for ongoing success.