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The Human Element of AI Transformation

Discover ways to effectively navigate through AI transformation. Only 4% of companies say they’re creating real value from their AI investments. The key differentiator is how well organizations manage the human side of implementation. 

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6 Keys to Leading Actuarial Teams Through Change

Automation, machine learning and AI are transforming the insurance landscape and are essential for the evolution of the actuarial function. These tools and other elements of actuarial modernization contribute to innovation, increased productivity, enhanced data analysis and more, while also freeing up teams for more complex tasks. However, while these advancements have a wealth of benefits, if new tools and processes are not effectively adopted and consistently used, they won’t meet their anticipated potential. As you move forward with implementing AI or any other type of change or advancement, bringing your people along is key. Here are six ways to ensure you’re taking a people-focused approach that promotes a smooth transition and supports retention and engagement. 1. Be realistic. If your company does not have continual growth and evolution woven into its culture, there may be a number of initial hurdles and concerns to overcome. Actuaries who have been with your company for several years have likely become accustomed to a certain way of operating, and there’s typically a general fear of the unknown. While some individuals may be excited and recognize the need and benefit of a change, anticipate that others will push back. Be empathetic and give individuals the time and information they need to work through their initial discomfort. 2. Have a clear vision. Be able to answer why you are implementing a change, as well as how it will benefit your business and its people. Ensure you can articulate the problem a new tool or technology is solving for your company or department, as well as how you are defining and measuring success. Ultimately, employees want to know what is in it for them and how it will impact their day-to-day work. 3. Provide a roadmap. For most major modernization initiatives, there will be long-term timelines and multiple phases of rollout. Share this information with your team and ensure everyone is aligned on expectations and timing. For instance, you may be gradually phasing an existing tool out while providing training and support for your team as they ramp up on a new tool. Whether the change will occur all at once or gradually over time, clear expectations are essential for keeping everyone on the same page. 4. Alleviate hesitations. Regardless of the change, individuals will have concerns. Help alleviate negative or anxious feelings by inviting conversation and questions. Some may be reluctant to overhaul a system they feel works adequately. Others may be concerned for the security of their jobs or the amount of training they’ll receive to be successful. Address these areas and encourage ongoing open dialogue. 5. Invest in training. No matter the scale or scope, err on the side of too much training rather than not enough. Create detailed reference documents, provide time for Q&A, offer shadowing opportunities, and schedule live and/or recorded training sessions to make sure everyone feels comfortable and capable. This may also include planning for how you will reskill individuals to step into new areas. 6. Check in. Ask for feedback at all stages of the change. Are they using the tool consistently and correctly? How do they feel their productivity has been impacted? Where can you provide additional support or training? What questions do they feel are still unanswered? Use this information to guide your next steps and gain a better understanding of what still needs to be addressed or adjusted to be most successful. Change is necessary as actuarial capabilities evolve and progress. Having your team’s support and buy-in around these transformations is essential to be most effective and remain competitive. With clear communication and an empathetic approach, you’ll be positioned to help your team embrace change and realize its full potential.

Overcoming the Executive Talent Drain

A strong executive team is essential for fulfilling your organization’s long-term potential. However, as the scope of leadership expands and the need for skilled leaders intensifies, many insurers are experiencing a talent drain at the executive level. Our Q3 2025 Insurance Labor Market Study revealed the demand for executive-level roles across all functions is at the highest recorded, with 4% of carriers planning to add executives in the next 12 months. Not surprisingly, while executives are in high demand, they are also among the most challenging of all positions to fill for the fourth consecutive survey – second only to actuarial roles. Additionally, we’re seeing the industry continue to age and many leaders nearing retirement. Currently a quarter of the insurance workforce is aged 55 and older, according to the Bureau of Labor Statistics. As part of your larger succession planning efforts, it’s essential to focus on what your organization can do now to prepare for a smooth generational transition at the executive level. Prepare your next layer of talent. Unemployment for insurance carriers and related activities is low – at 2.3% compared to 4.2% for the overall U.S. economy. Although there is limited available insurance talent, more than half of carriers are planning to increase their headcounts in the next year. Given the competition for top talent, retaining and developing your high potential and high performing employees is essential. These are often the individuals who can later step into key executive-level roles with the right training and preparation. For those who may be potential successors for these positions, aim to identify opportunities to strengthen and build the skills necessary for advancement. When the time comes, having a great internal candidate who can confidently step up into a role means you were successful in your development and preparation. However, there will also be occasions when those individuals are not quite ready timing-wise or there is no one internally who is the right fit. Be proactive and creative with external hires. Once you’ve explored options within your current workforce, there may still be gaps to fill and areas where you need to bring in outside talent. Rather than waiting to hire an executive when a need arises – which is often already too late – be strategic in bringing on individuals you can grow and develop, as well as those who can help prepare others within your team. Consider hiring individuals with a shorter career runway. Often, when professionals are hired into a position, they may be ready for the job and plan to stay in it for the next 15 years. This may be the right move for your organization; or, it could create a barrier for those within your existing team who need about three to five more years before they are ready to take the next step. By hiring someone from outside the organization who is nearing the end of their career, you can maintain continuity, while leveraging their expertise to train and develop your next layer of talent. Be open to promoting people into a position. You may have applicants who are not necessarily ready for a position on paper, but can be hired into the role and developed. These are typically high potential individuals who have proven their aptitude for ongoing learning and ability to rise to challenges. Explore candidates with similar experience. In the current market, you limit yourself if you are too rigid in a role’s requirements. You may need to branch out to executive-level individuals who work in similar lines of business, or consider those who have held the role at smaller companies and are looking to move into a larger environment. Be realistic in what is truly required to be successful and the traits and transferable skills that are truly crucial to success. Ensure you’re focused on the future, while building your bench for both the long- and shorter term. Consider your current executive team and be realistic in preparing for them to eventually step down, looking both internally and externally for those you can develop to take their place. By acknowledging the increasing competition for executives and being creative in your talent acquisition and development, you’ll be prepared to best avoid the executive-level talent drain.

Working With a Recruiter: How to Set Yourself Up for Success

If you’re actively job searching or even just open to new opportunities, chances are you’ll connect with a recruiter at some point. These interactions can be transformative for your career, fall completely flat or land somewhere in between. The difference often comes down to how you approach the relationship. There are many ways you may initially cross paths with a recruiter. Perhaps you are actively looking for a new position and contact external recruiters to broaden your reach. Or, you may apply to a job posting and have a recruiter respond as a first step in the process. In other cases, recruiters may be working to fill open roles and reach out directly to gauge your interest and potential fit. While the catalysts and types of relationships vary, recruiters have the ability to help you identify and access your dream role, while also guiding you throughout the interview process. In an ideal partnership, they have the right connections, market insights and industry relationships. You have the skills and experience a company is looking for. When both sides bring their best, everyone wins. Come prepared. Your first conversation with a recruiter sets the tone for your relationship, so proper preparation is key for making the most of your time. Update your resume prior to your first call so the recruiter has accurate information and can easily pass it along (a Word doc or PDF format is your best bet for readability across various devices.) Prepare to discuss what you're looking for in your next role, including expectations around compensation, travel, in-office work and relocation. Have your notes and a copy of your resume in front of you to help guide the conversation. Do your homework by researching the company (when possible), reviewing the job requirements, and thinking through how your experience aligns. Be ready to ask your own questions, too. This may include initial questions about the employer’s company culture, team dynamics, reporting structure, potential growth opportunities and what success looks like in the role. Think strategically about what you need to know to feel comfortable advancing in the process, while also providing information that can help the recruiter identify potential opportunities for you down the road. Be honest and professional. While it’s important to put your best foot forward, make sure you are also being transparent about gaps in your resume, career pivots or areas where you're still growing. If you have switched industries or have an unconventional background, focus on the transferable skills you’ve gained and what you’ve learned, drawing a connection to how this has prepared you for your next step. If a recruiter thinks you are right for a role, they can help you navigate these areas with hiring managers and prevent surprises later. Avoid going on tangents, taking over the call or talking negatively about past employers and colleagues. While you may be discussing experiences and hard skills, your soft skills and professional presence are also being reflected. Let the recruiter lead the conversation and aim to answer questions thoroughly, but succinctly. If you are no longer interested in a role after learning more, tell the recruiter rather than continuing to move through the process. Be courteous in your communication. It’s important to be respectful and cognizant of the recruiter’s time (along with anyone else you encounter during the hiring process!) If a job posting shares a preferred method for applying, follow that process to help ensure your application is seen. If you are reaching out cold, email or LinkedIn are likely best, allowing the recruiter to respond on their own time. Once you have a call scheduled, be punctual be punctual to make the most of your time. Often recruiters have back-to-back meetings. If you are going to be late or something comes up, let them know and offer to reschedule. Recruiters are typically working on several roles at a time and aiming to find quality candidates quickly. Respond promptly to messages and follow up requests. If you take days to respond, don’t be surprised if other candidates may have already moved ahead in the process. At the same time, look to your recruiter to guide the interview process and connect you with the hiring manager when appropriate. That said, limit your communication to business hours - texting your recruiter at 10 p.m. doesn’t demonstrate enthusiasm, it shows poor respect for boundaries. Stay in touch. Even if a specific opportunity doesn’t work out, establishing a relationship can help you build your professional network and even open doors later. If you’ve made a positive impression and effectively communicated your capabilities and career goals, it’s likely you’ll be considered as future opportunities arise. In some cases, recruiters may seek out your perspective as an industry thought leader or even ask you to recommend others who may be right for a position they’re filling. Keep the lines of communication open and check in periodically to continue building a two-way relationship. By coming prepared, remaining authentic and respecting the process, you’ll be best equipped to make the most of your experience with a recruiter. For more insight on navigating your career journey and making a lasting impression, view our blogs on building your personal brand and taking charge of your professional development.

Q3 2025 Labor Market Study Infographic

Our Q3 Insurance Labor Market Study, conducted in partnership with Aon, found 53% of insurance carriers plan to expand their teams in the next 12 months. Explore more of the study's findings in this infographic.

Q3 2025 U.S. Insurance Labor Market Study Results

The Jacobson Group and Aon - STG Performance Benchmarking conducted a study to investigate hiring trends within the insurance industry.

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.