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Latest Insurance Talent Perspectives

Q1 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 Q1 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.

The Changing Face of Insurance Talent

Understand, support and develop the industry’s next generation of leaders.

Download the white paper for strategies to help your organization better understand emerging generations, foster meaningful mentorship and build a future-ready workforce poised to lead the industry forward.

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.

Read our blog post for ways to be strategic and intentional in overcoming this talent challenge and effectively appealing to candidates within the technology space.

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Emotionally Intelligent Leadership

In today’s complex and often tumultuous environment, high emotional intelligence is one of the hallmarks of a great leader. By being emotionally aware, leaders can better engage their teams, communicate more effectively, enhance performance and increase retention. The term emotional intelligence has been around since the mid-80s, but became prominent in 1995 due to the work of Daniel Goleman. Emotional intelligence is the ability to understand your own emotions and the emotions of others, and then use this awareness to manage your behavior and relationships. According to Goleman, IQ is only responsible for 20% of one’s success. The other 80% is due to emotional intelligence (or EQ). However, unlike IQ, EQ can be learned and continually improved. In a recent issue of Compass, Senior Vice President of Executive Search and Corporate Strategy Judy Busby discusses the four quadrants of emotional intelligence and tools for growth in each area. Self-awareness enables you to understand and recognize your own emotions and triggers. By accurately identifying your feelings and why they are occurring, you are able to create a more neutral response to a situation, rather than being controlled by emotion. Self-management is the ability to redirect or neutralize your emotions in a positive way. Both self-awareness and self-management skills make up your personal competence. Once you have a better understanding of yourself, you can begin to understand others in a way that builds stronger relationships. Social awareness is accurately identifying others’ emotions. This is through listening and observing. Relationship management is how you use this knowledge of your own emotions, as well as the emotions of others, to effectively interact. By focusing on relationship management, leaders are able to tackle challenging conversations in a proactive and productive way, rather than avoiding conflict. As you strengthen your abilities in each area, you’ll be able to collaborate and communicate more effectively, ultimately leading to better business outcomes. For more on how to incorporate emotional intelligence into your leadership strategy, view our recent issue of Compass. 

Leadership Reflections for Moving Forward in 2021

It’s the start of a new year and most individuals have started taking steps toward achieving their professional goals and resolutions. Last year was one like no other; goals and priorities shifted, managers led newly remote teams and external stressors weighed heavily on professionals of all levels. However, the events of 2020 also provided several lessons that will prove valuable as we enter 2021. Recently, we asked a few of our Jacobson managers about the impact the past year had on their management styles and how they are approaching management in the new year. As a whole, these leaders are focused on better connections, stronger relationships and enhanced empathy. Here are some of their key insights and words of advice as they reflect on lessons learned and plans for moving forward. Emotional intelligence is essential. Jennifer Shorr, Assistant Vice President of Operations: Emotional intelligence continues to be important. The environmental restrictions of not seeing colleagues and staff, combined with the different sets of circumstances everyone is juggling these days, makes the ability to have meaningful and productive virtual connections vital. Not only is it central to accomplishing the work at hand, but also to supporting and caring for coworkers and our clients. Get to know employees on a more personal level. Judy Busby, Senior Vice President of Executive Search and Corporate Strategy: My biggest takeaway from the past year was learning to grow relationships when not in the physical presence of others. I thought I would feel less connected with employees through Zoom, but feel more connected than ever. I learned to pay better attention to individuals’ tones and facial expressions, and to ask more questions about how they are doing – which I intend on continuing long after the pandemic. Two of my employees have children at home and seeing them brightens my day. Another loves to garden and I get to see beautiful backyard photos. Several others took up new hobbies. Getting a glimpse into employees’ lives outside of work was one positive part of COVID and will bond us forever. All managers will need to be more intentional about integrating productivity and personal well-being in 2021, while also establishing ways for individuals to convene regularly, both within and outside of their teams. Focus on relationships. Tanya Rinsky, Senior Account Manager, Health: My advice to any first-time managers in 2021 is to build relationships focused on support and transparency. Be clear in expressing your expectations of an employee, while also asking what their expectations are for you. Build rapport by asking appropriate personal questions such as how their day is going and if they did anything fun over the weekend. Employees will be more likely to open up to you about work challenges if there is a foundation of familiarity and trust. Additionally, approach professional conversations from a place of support. Asking “How can I support you in achieving your goals?” or “What questions can I answer for you?” are great ways to invite more challenging dialogue and work toward solutions in a positive way. Be aware of individual needs. Dave Coons, Senior Vice President: Everyone is different in how they embrace and adapt to change. As a manager, it’s important to understand everyone doesn’t arrive at the same place at the same time. It’s necessary to adjust your approach to coaching and mentoring in order to help individual employees through the process and achieve optimum productivity. While the pandemic was a disruptor on many levels, as a manager I learned how to be more creative and thoughtful in addressing employee concerns and problems. Despite truly adverse challenges, our team is stronger and more resilient than ever. Continue to grow and empower employees. Nikki St.Martin, Vice President of Marketing: No matter what is going on in business or the world around us, developing and continually challenging employees should always stay top of mind. If you are not growing your employees, you are not nurturing your greatest asset. At the same time, managers must remember creative and powerful ideas don’t always come from the top. Build a culture of brainstorming and teamwork. Create a safe and nonjudgmental space for your employees to share their ideas. Intentionally solicit ideas from all your employees, making a point to ask for the opinions of those who might not speak up on their own. Managers have been thrust into uncharted territories in the past year. Read our recent Insurance Journal article for more on the leadership qualities that will be valuable now and in the future. And, as you look back on your employees’ performance in 2020 and solidify their professional goals for 2021, our recent blog post, “Performance Management in the New Reality,” may be helpful in refocusing expectations.

Compass 14.1: Emotional Intelligence – Effective Leadership in the New Workplace

This quarter’s Compass feature article explores the four areas of emotional intelligence, as well as tools and techniques to strengthen and grow existing leadership skills. The newsletter also includes an overview of the industry's current labor market and recent executive-level job changes.

Effective Management in the New Normal

In 2020, leaders faced a multitude of challenges along with a number of opportunities. Connecting with and engaging employees, while simultaneously maintaining productivity, requires new skills and leadership techniques. Learn insights for successful remote management in the new normal.

January 2021: Labor Market Pulse

In December, the U.S. economy saw total employment drop for the first time since April, following several months of slowed job growth. However, the insurance industry ended the year strong, adding 4,900 jobs in December, for a total of 26,400 net new jobs in 2020. Industry wages continued to increase year-to-year and insurance unemployment remained low, rising just 0.2 percentage points.   AT-A-GLANCE NUMBERS INDUSTRY HIGHLIGHTS On a year-to-year basis, November* insurance industry employment saw job increases in title (up 6.3%), claims (2.5%), agents/brokers (up 1.9%), life (up 1.5%), health (up 0.6%), and property and casualty (up 0.3%). Meanwhile, job decreases were seen for reinsurance (down 6.0%) and TPAs (down 1.2%). On a year-to-year basis, November* marked the fifth consecutive month of industry-wide wage increases: reinsurance (up 21.8%), title (up 8.8%), property and casualty (up 6.8%), agents/brokers (up 5.5%), life/health (up 3.7%), claims (up 2.9%), and TPAs (up 1.4%).      BLS Reported Adjustments: Adjusted employment numbers for November show the industry saw an increase of 3,300 jobs, compared to the previous reported increase of 600 jobs. *The BLS 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. As we begin the new year, we invite carriers across all sectors of insurance to participate in our Q1 2021 Insurance Labor Outlook Study, conducted in partnership with Aon. Since 2009, the study has provided valuable insights on insurance labor trends and is regarded as an accurate predictor of the industry’s staffing outlook. The Q1 survey is open through January 29 and detailed results will be distributed to all participants. Additionally, as you adjust your management techniques for what 2021 may bring, view our recent guide, “Effective Management in the New Normal,” for valuable insight and best practices.

Leadership Skills for Future Success

As we enter 2021, business leaders are tasked with providing a sense of stability and direction amid much uncertainty. Modernization projects are moving forward, remote work is still the norm, and the line between personal and professional continues to break down. Strong leadership is vital for success in 2021. Those at an organization’s helm must inspire innovation, foster growth and serve as a north star for their employees. In their recent Insurance Journal article, “Key Qualities for Tomorrow’s Leaders,” senior vice presidents Judy Busby and Dave Coons discuss the skills that will be essential for moving organizations toward a successful future. Here are a few of the characteristics they shared. Empathy All individuals have taken on a lot this year, emotionally, financially and psychologically. Those with school-age children may be managing online learning and reduced or non-existent childcare. Some are battling health issues or caring for sick family members. Individuals living alone may be dealing with feelings of isolation. Effective leaders need to be aware of these challenges and lend an empathetic and compassionate ear. By seeking feedback from employees, listening to their needs and building creative solutions, leaders enhance engagement while creating a more productive atmosphere. Agility The ability to pivot and gracefully change course has never been so important. The past year has embodied a VUCA (volatile, uncertain, complex, ambiguous) landscape. The pandemic, along with modernization projects, remote work and evolving customer behaviors has made it essential for leaders to quickly respond to changes and navigate shifts. As we move into the new year, it’s important to re-evaluate all areas of business and determine how to most effectively and proactively move forward. Commitment to Inclusivity Diversity, equity and inclusion should be at the forefront of leaders’ strategies moving into 2021. By serving as a champion for inclusion and ensuring all voices are represented and heard, leaders can impact culture from the top down. Work to create a strong pipeline of diverse talent and be intentional about including professionals from under-represented groups in the leadership ranks. For more on these and many other necessary traits, read “Key Qualities for Tomorrow’s Leaders.” To hear how you can continue to grow and develop leaders, view our recent whitepaper, “Reinvigorating Leadership Development Plans for the Virtual Age.”

8 Talent Trends to Watch in 2021

The past year was one of ongoing change, redirection and flexibility. Insurers faced many challenges and had to evolve their ways of operating, communicating and servicing customers. As we enter 2021, priorities are continuing to shift and companies are adjusting their talent strategies to be most impactful. Empathy, agility, inclusivity and innovation are all key themes for the coming year. Below are a few areas to explore with a fresh lens as your organization continues to adapt to the next normal. For more on the trends impacting 2021, download our full Insurance Talent Trends Guide. Leaders champion change and drive innovation.Business as usual is no longer an option. The most successful companies will embrace change and emerge evolved, stronger and ready to compete in the new landscape. Successful leaders will be able to motivate their employees and encourage new ways of thinking and operating. Culture is redefined to accommodate the virtual environment.A strong corporate culture is built around company values, communication, inclusion and empowerment. While this may have occurred more naturally in a physical office, achieving the same impact within virtual and hybrid environments requires enhanced creativity and commitment. Insurers become comfortable with remote hiring.For many insurers, the transition to remote recruiting began in March. However, while the first few months likely brought hiccups and temporary fixes, hiring managers will need to approach virtual recruiting with a long-term lens in the new year. Onboarding plans are restructured.Insurers have had to reevaluate their onboarding programs to ensure individuals are set up for long-term success. Without the energy of a brick-and-mortar space, managers must determine how to best build momentum and keep individuals engaged with their roles from day one. DEI is more important than ever before.If DEI hasn’t been a priority these past several months, it should be front and center moving into 2021. A variety of backgrounds and perspectives provides a competitive edge and more accurate insight into an organization’s customer base. However, organizations must approach diversity efforts with intentionality and a focus on equity and inclusion to make an impact. Executives become more accessible and transparent.The coming year will continue to show the human side of leadership as organizations build trust and provide reassurance through transparency and empathy. By being accessible and open, leaders can help encourage employees to talk openly about their challenges and needs, while helping to ease fears about the state of the company and the security of their own roles. Hybrid workforces become the rule.The COVID-19 pandemic has made hybrid workforces the rule, not the exception. Departmental and team leads will be tasked with understanding their short- and long-term needs, while determining the appropriate staffing solutions to achieve their overall goals. Professional and personal lives continue to be intertwined.Organizations are meeting the expectations of their staff and providing flexible schedules, adjusted work weeks and remote options. Rather than attempting to revert to traditional 9 to 5 workdays, forward-thinking insurers will instead focus productivity. View the full 2021 Talent Trends Guide for more on how insurers are adapting their talent strategies to remain competitive in the new year.

2021 Insurance Talent Trends

As the insurance industry adapted to meet 2020's many challenges, new talent trends began to emerge. Whether championing innovation, redefining company culture or renewing a focus on DEI, insurers will need to focus on a variety of trends to be successful in the next normal.

Jacobson Employee Spotlight – Q4 2020

We're reaching the end of a year like no other, and it seems like one of the only things that stayed consistent throughout the year is the value of virtual interactions. As you continue to perfect the art of virtual relationships, check out our recent blog post on how to most effectively participate in videos calls, from looking the part to following the unwritten rules of Zoom. The staff members represented in this quarter's employee spotlight roundup look forward to making more virtual connections in 2021. Learn more about these employees below, and view previous editions of our employee spotlight here. (Did you know you can see employee spotlights on a monthly basis on our Facebook page?) JUAN RUBIO Contracts Administrator, 6 years at Jacobson Hometown: Rolling Meadows, Illinois Alma Mater: Loyola University Chicago Describe Your Role: I maintain general administration of client and vendor contracts and administer key compliance and risk management procedures. Jacobson in Three Words: Inclusive, Collaborative, Trusting Favorite Movie: Hocus Pocus Surprising Fact about You: My favorite sport is water polo and I played in high school. Weekend Plans: I’ll be at the dog park with my puppy, Nova! SHELBY KLING Senior Marketing Communications Coordinator, 4 years at Jacobson Hometown: Dallas, Texas Alma Mater: Northwestern University Describe Your Role: I'm a marketing generalist, meaning I take on a wide variety of tasks, from conference coordination to content creation to email marketing. I'm also Jacobson's social media coordinator, managing our Facebook, LinkedIn and Twitter accounts. (Find us on Twitter at @JacobsonGroup and @JacobsonCareers.) Jacobson Superpower: I'm a copyediting wiz! Favorite Band: Guster. I was lucky enough to see them perform on Chicago's Montrose Beach in 2011 and got pulled up into the VIP section! Weekend Plans: Hanging out on my couch, likely watching football (go Cowboys and ‘Cats!) or reading Real Simple BLAKE GRIMM Assistant Vice President, 15 years at Jacobson Hometown: Berwyn, Pennsylvania Alma Mater: Roanoke College Describe Your Role: I develop and maintain client and candidate relationships across the insurance industry, working very closely with clients to fulfill their direct-hire staffing needs. I'm motivated by knowing my work changes people’s lives and solves clients’ challenges. Jacobson in Three Words: Professional, Collaborative, Supportive Favorite Book: Currently, The Great Alone by Kristin Hannah Ideal Lunch Break: Sneaking in a quick six-mile run Bucket List Item: I would love to go to Italy. Looking to join these employees? View our corporate careers page here.

Key Qualities for Tomorrow’s Leaders

Published on Insurance Journal: Strong leadership is more important now than ever. Whether you are developing leaders in your organization or honing your own leadership skills, several qualities are essential.

Lights, Camera, Action! Putting Your Best Virtual Foot Forward

Welcome to the Age of Zoom! It’s likely your day now includes at least one – if not back-to-back – video calls. The use of Zoom has increased more than any other brand during the pandemic. In this new way of doing business, the ability to make a virtual impression and build relationships through a screen is an increasingly valuable art and a skill to be cultivated. Video conferencing is here to stay as most insurers plan to continue offering flexible work options, even as employees return to physical office locations. It’s important for all professionals to be strategic and intentional about how they present themselves on the virtual stage. As you work to effectively portray your four-dimensional self in 2D, there are a number of best practices to keep in mind. Look the part. While clutter, pets and background noise may have been acceptable early in the pandemic, these distractions should be minimized as much as possible. Take a fresh look at what others see when you are on screen and the conclusions they may draw before you even speak. Are your bookshelves tidy or overflowing? Is there a way to make your background less busy? Similarly, make sure your clothing and makeup positively reflect your brand and match the meeting’s formality. A jacket, a piece of jewelry or a scarf can punctuate your look and differentiate you. Be clearly seen and heard. In addition to what can be tangibly observed, evaluate your lighting. Generally, shadows are best avoided if light sources are behind the camera, illuminating you from the front. If needed, raise your camera to eye level to create a sense of eye contact. If you are using a video conferencing platform you’re unfamiliar with or have an important meeting or interview scheduled, make sure to test your audio and video quality prior to the meeting. Last-minute hiccups can cause you to join late or derail the conversation as you try to troubleshoot. Logging in early affords the time to make sure everything is working as expected and avoids last minute surprises. Make your participation count. Now that you’re ready from an appearance and logistical standpoint, it’s important to effectively participate and make an impact. Remain aware of the other attendees and how you are balancing your own participation. If you are generally outgoing, are you making sure others have an opportunity to speak? Proactively invite individuals into the conversation and pay attention to those who may be less inclined to speak up. On the other hand, if you are more reserved or have difficulty getting a word in, make sure you are armed with a variety of strategies. This may mean raising your literal or virtual hand, typing into the chat function that you have something to add, or simply unmuting yourself. When you do speak, look directly into the camera, be clear and direct, and allow for pauses after important points. Work to further the conversation toward a common end goal and be gracious for others’ insights and participation. Use hand gestures when appropriate, while being intentional and considering how they will come across to other participants. Your real thumbs up or hands clapping is always a welcomed visual. Keep your hands close to your body to avoid them going off screen or coming across as too large. And, remember that even when you’re not speaking, you typically still appear on others’ screens. Demonstrate active listening by smiling and nodding when appropriate, focusing on the speaker, and refraining from multitasking. When others are finished, compliment their ideas or ask clarifying questions to help move the conversation forward. If you are running the meeting, aim to start and end on time, or even early, to be respectful of all participants’ schedules and give them the gift of time. Professionals are adapting to many changes as the business atmosphere evolves. Proper Zoom etiquette is a differentiator and will be met with favorable reviews. By taking a fresh look at how you participate in meetings, being aware of others and polishing your professional appearance, you’ll be as effective as possible on screen, while controlling your own impact and success.

Energizing and Engaging Employees

There’s no doubt all individuals have been affected by the past year’s events in a variety of ways. Especially as many employees begin to experience “pandemic fatigue” and some regions are again tightening restrictions, it’s important to ensure current practices are still working. Now is the time for insurers to rethink all areas of business, including how they engage and energize their employees. According to Gallup, employee engagement rates have fluctuated more in 2020 than any other year since the firm began its tracking two decades ago. Reestablishing a strong employee engagement program is imperative for success moving into 2021. There are a number of ways you can reenergize your teams and prepare to move forward stronger than ever. Focus on your company values. While increasing employee engagement during a pandemic may seem like a potentially overwhelming task, let your company values guide your thought process and decisions. If your company prides itself on collaboration, how are you ensuring that’s a priority in the remote environment? If personal growth and development is a value, has it been given adequate consideration in 2020, or has it been pushed to the sidelines? Determine how these values can be incorporated into the everyday fabric of your culture. Foster a culture of connection.Now more than ever, a feeling of connection is vital. Encourage employees to focus on building and strengthening relationships within the organization. Schedule virtual coffee breaks with people from different departments and facilitate interdepartmental networking. You may even consider developing a formalized program that brings together employees who may not otherwise cross paths. Remember to pay special attention to new hires. Starting a new job is always daunting; make a concerted effort to engage them with individuals across the team and organization from day one. Along with networking, expand special project teams and committees to integrate people who may not have otherwise been able to participate. Team up employees for projects to help keep daily activities from feeling stale. Working on a team can keep individuals moving forward, hold them accountable and even be fun. Listen to individual employee needs. Personal challenges can be heavy during this time. Ask how you can support individuals as they navigate family demands, mental and physical health, childcare, virtual school and more. This may mean being flexible with hours and getting creative around how projects and deadlines are distributed. You may consider allowing individuals to bank hours or work longer days to create a four-day workweek. At the same time, be mindful of employees’ emotional wellbeing. Encourage them to take time off even if they’re not leaving their home. In addition to being flexible with schedules and projects, ask if there are any obstacles you might be able to remove. Would two screens help employees be even more productive? Are certain employees experiencing slow internet connections because multiple individuals are online for work and school at their home? There may be simple solutions that can make a huge difference and amplify your employees’ remote experiences. Prioritize frequent and ongoing communication. Help counteract employees’ feelings of uncertainty with frequent and transparent communication. Create a plan that includes regular one-on-ones, team huddles and departmental meetings. Along with a sense of unity, this can give employees a chance to interact, act questions and gain clarity on various topics and changes. Hold companywide town hall meetings to provide individuals a chance to hear insight and plans directly from members of the executive team. Keep these events interactive, allow for humor when appropriate, and celebrate even small milestones and successes. Within departments and functions, encourage conversations around goals and best practices. It’s likely even high-performing employees aren’t meeting the goals they originally set for the year. Talking with others going through similar situations can provide a welcomed support system. Additionally, it can help individuals – especially those typically working as individual contributors – feel more connected and less alone. Make it about more than work. Even though post-work happy hours and all-team lunches aren’t possible face-to-face, think of how the bonding component of these activities can translate to the at-home environment. Ideas may be simple, such as taking a virtual team lunch break. Or, activities could be more involved or interest-focused, such as participating in a virtual cooking class or starting a book club. Small expressions of gratitude and acknowledgement can also add up. Some organizations are putting together care packages, which may include specialty snacks and treats, company-branded hand sanitizer and face masks, or even gift cards. If sending small items is outside your budget, consider a handwritten note to let employees know you’re thinking of them and appreciate their dedication. Increase recognition and incentives. Rethink how you’re acknowledging employee accomplishments in the current environment. It’s been a hard year, and enhanced recognition programs and incentives can help create much-needed positive energy. Ask employees if your existing programs are still working for them – do they have any ideas for making them more effective? What company-wide projects could be made into a contest? Friendly competition can bring those who are more introverted out of their shells and help connect individuals who are feeling isolated. In addition to business-specific competitions, create challenges around wellness. This could be a contest around daily steps, water intake or anything else that can unite individuals and help them connect with the company. Not only do these contests help promote employee health, they’re also great conversation starters for those who may not know one another well. As you focus on enhancing engagement, remember your employees are all having unique experiences, challenges and feelings. What may have worked last year, or even earlier on in the pandemic, may not be working anymore. It’s impossible to create programs that will resonate without seeking feedback and opinions from staff. Take the time to solicit feedback on specific programs, areas you can do better and key challenges. Short surveys and conversations can provide a wealth of valuable information. Reevaluating culture, communication and employees’ individual needs all play a role in creating a positive and energizing environment. By being intentional and taking the time to rethink your approach to employee engagement, you’ll be prepared to retain your top performers and help your team be most productive in the next normal.