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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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Continued Staffing Growth Accelerates the Search for New Talent Solutions

The results from our latest Semi-Annual Insurance Industry Labor Market Study are in! Since the first survey in 2009, this study has become an accurate predictor of the industry’s staffing outlook. Read on to gain insight into the projected talent market for this year or download the full results. Slowed Revenue Growth Projections Both property and casualty and life/health companies expect revenue growth in 2017—with 70 percent of insurance companies surveyed expecting to increase revenue. The anticipated growth is primarily being driven by changes in market share. This increasing market share will likely stem from organic growth in organizations’ current footprints, as well as expansion into new states. While these projections are certainly well above the lows that followed the Great Recession, this is the lowest growth expectation since our January 2012 survey. Despite decreased growth forecasts, only two percent of companies are actually anticipating a decline in revenue. Historically, the insurance industry has seen a significant gap between the growth rates in revenue and in staffing—with revenue far outpacing staffing projections. However, while the number of insurers expecting increased revenue has slowed, plans to increase staffing over the next year have remained steady. This continued focus on growing staff has greatly reduced the revenue-staffing gap, bringing them within five points of each other. Continued Staffing Growth If the insurance industry follows through on current plans, we will see a 1.56 percent increase in industry employment this year. This projected growth will help to create new jobs within insurance. According to the survey, 65 percent of companies intend to increase staff in 2017—driven by near-record-high numbers of personal and commercial lines property and casualty organizations. Of companies who plan to add staff, 82 percent expect an increase in revenue, with 53 percent responding that this will be caused by a change in market share. Small companies (fewer than 300 employees) report the highest expectations for growth in staff, as more than 77 percent expect to hire new employees. In contrast, large companies (more than 1,000 employees) project the greatest decrease in staff, with 12 percent anticipating a reduction in force. Additionally, the U.S. Bureau of Labor Statistics reports that the number of job openings in finance and insurance continues to rise. The current 262,000 job openings is the highest number since the inception of our study in 2009. This continued upward trend indicates that openings are taking longer to fill now than in the past—a growing concern that insurance organizations are working to address. Labor Market Challenges The insurance industry remains focused on combatting the growing talent gap and increasing demands for staff. Virtually non-existent industry unemployment—currently 3.3 percent—has resulted in a shallow talent pool, accentuating the challenging recruiting environment. Actuarial, analytics and technology roles remain the most difficult-to-fill positions. As a result of the tight labor market, many companies are turning to contract professionals to fill challenging positions. Some of the waning in job growth over the next several years may, in fact, be a result of organizations turning to temporary talent as part of their staffing strategies. Filling Gaps with Temporary Staff Since 2009, the use of temporary staff has been on a rapid growth trend. Already, interim employment is up by more than 70,000 jobs since July 2016. During the next six months, 81 percent of companies expect to maintain their current number of temporary employees. Meanwhile, 11 percent anticipate an increase—the highest expected increase in temporary staff usage since January 2014. Clearly, temporary and interim talent are set to have an immense impact on the future of the insurance industry. The impending management challenge will be in effectively integrating rising numbers of contract workers into a workplace previously dominated by full-time, permanent employees. Though the insurance industry continues to enjoy growth; continued staffing demands amid today’s shallowing hiring pool are accelerating the need for new talent solutions. For further insights into the industry’s 2017 labor outlook, download the full results of the study.

Regulatory Update: Does Your Talent Provider Have Your Back?

We stand amidst a contract-focused business reality. In today’s marketplace, it is vital that organizations are aware of contract standards when engaging with a staffing firm. Nearly four years ago, we delved into the importance of contract compliance. As we mentioned in that previous post, a contract without a strong process to ensure the clauses are clearly understood, tracked, implemented and audited, as they say, isn’t worth the paper it is printed on. At The Jacobson Group, we understand that each client has its own unique requirements that must be met. Keeping on top of all these variables—from education and employment verification to drug screens and MCR checks — is a time-consuming task. To that end, Jacobson has begun implementing a number of innovative technology solutions to help manage this complex process. These systems are allowing us to improve our compliance efforts and increase efficiency. Unfortunately, not all staffing firms are up to the challenge. In order to ensure your staffing partner is above board, organizations should pay careful attention to their responses to the contract discussion.  Do they simply accept all of your language as-is? Red flag! Compliance is costly and a firm that simply rolls over during contract negotiations may not intend to comply. This can result in steep costs to your organization including liability fines and penalties. Are they an encyclopedia of employment knowledge? Your staffing partner should be an expert on employment laws, regulations and standards. Do they know how background checks differ in each state? Do they have insights into the thousands of federal, state and municipal employment regulations? This is increasingly important as we continue to see a marked increase in the number of cities, municipalities and states enacting employment regulations and legislation. At Jacobson, we monitor for regulatory updates; and, when a new requirement is enacted, go directly to the source to read the actual regulation or legislation. Compliance options are then discussed and implemented to ensure we are adequately mitigating risk for ourselves and our clients. Are they open to audits? Most contracts call for audit rights for the client organization. Yet, clients often don’t use this right unless an issue arises. Verifying contract compliance on behalf of your staffing partner is important. Have they updated for any recently introduced regulations? Are they complying with all necessary legislation? At Jacobson, we welcome the client audit—something we feel differentiates us from other firms. The feedback we receive is vital to helping us grow and improve as an organization. In an industry where the rules and regulations are being regularly updated, ensuring your staffing firm is on top of the changes is key to a successful partnership and to mitigating your own risks.

Today’s Evolving Talent Reality: Finding Success in a “Blended” Workforce

Today’s talent reality is shifting at a breakneck pace. This rapid evolution is bringing about an unprecedented movement away from the traditional workplace of recent years. Today’s modern workforce is increasingly “blended”—creating a unique combination of full-time, permanent employees working side-by-side with temporary professionals. Already, the inclusion of contract professionals is becoming the industry norm. However, 93 percent of organizations identify this widely growing “blended” workforce as a business concern. As more and more organizations incorporate temporary employees into their staffing strategies, the challenge of effectively integrating these individuals is becoming a hot-button topic. Addressing this situation is vital to effectively developing a “blended” workforce. In our latest edition of Compass,  we share insights into the growth of temporary staffing within the industry and best practices and strategies for integrating contract professionals into an organization. For an insider’s look at the rise of the “blended” workforce along with an update on the insurance industry's talent market, download Compass.

Compass 10.1: Today’S Evolving Talent Reality – Finding Success In A “Blended” Workforce

Faced with a rapidly shifting labor market, more and more organizations are utilizing temporary employees as part of their revamped staffing strategies. Jacobson shares insights into the growth of temporary staffing within the industry and best practices and strategies for integrating contract professionals into your organization. This edition also includes our regular overview of the industry's current labor market and recent executive-level job changes.

Insights into the Talent Horizon: Trends for 2017

The insurance industry stands amid a rapidly evolving talent market. Organizations are now face-to-face with the rise of virtual training, the push for inclusivity and the growing importance of the employee experience. Is your company prepared? Here are the eight top insurance industry trends for 2017: Technology Changes Highlight Need for Non-Traditional Talent: Technology continues to play an increasingly vital role within the insurance industry. As a result, insurers need to refocus their recruitment and engagement efforts to better reach professionals with non-traditional, innovative backgrounds. Need to Promote Compelling Careers: While organizations have confidence in their internal talent pipelines, studies show that even satisfied employees are looking to move to companies that offer more compelling career opportunities. Inclusion Remains Important Business Mandate: Insurers need to focus on the inclusion of all facets and faces of today’s increasingly diverse demographic talent landscape. Industry Hiring Challenges Continue to Heat Up: Rapidly increasing hiring demands are far outpacing the current pool of available industry talent. In order to bridge the gap, the insurance industry must work to increase its appeal to the next generation of professionals. Employee Referrals Top List of Candidate Sources: Internal talent referrals continue to grow in importance as the labor market tightens and organizations seek to expand their staffs. Employee Training Goes Virtual: Insurers looking to increase retention are focusing on incorporating virtual reality into their current employee training plans. Refocusing on the Employee Experience: In today’s candidate-driven labor market, creating an effective and engaging employee experience is imperative to attracting top talent. Industry Sees Rise of “Blended” Workforce: The blending of full-time, permanent employees with temporary, contingent professionals has resulted in a need for more inclusive workplaces. Want to learn more about the top insurance industry trends anticipated in 2017? Download our full trend guide for an inside look.

Solving the Candidate Interview Puzzle

It is my pleasure to introduce a guest blogger for this latest post. Jaime Elgas is an engagement director with Jacobson’s insurance executive search practice. Her insights into interview best practices are worth a read. Enjoy… You’ve put together a carefully worded job description. You’ve closely vetted each job applicant and determined your top candidates. Now it’s time for the interview. For many organizations, this step in the process can be tricky. According to a recent study, today’s business interviews are often ineffective. In fact, a study on predictors of job performance found that the typical interview increased the likelihood of choosing the best candidate by less than two percent versus no interview. Preparation is key to a successful interview. Organizations should develop a list of carefully crafted questions that allow them to dive deeply into a candidate’s background, experience and motivation to get a better understanding of both their qualifications and their cultural fit. The most effective way to do this is for the organization to have two sets of questions.  The first set would be the organization’s “go-to” questions that they plan to pose to all candidates and the second set, is a list of more role-specific questions that probe into a candidate’s technical knowledge and the key competencies of the targeted role. So, while there will be some consistency in interview format and general questions, the more probing questions should vary from position to position. When it comes to “go-to” general questions, organizations should focus on four main areas including knowledge of the company, career transitions, motivation and 360-degree feedback. Company Knowledge Before bringing on a new candidate you want to make sure that they have adequately vetted your organization and are sure that it aligns with what they are seeking. Ask questions that can help determine if they are able and willing to make a commitment to both the job and your organization. How did you find out about the job? Have you spoken to anyone previously about the company? Why do you feel you are a good fit with the organization and its culture? What interests you most about our company? The quality of the answers can speak to the candidate’s level of interest, as well as their ability to be a proactive, self-starter who takes it upon themselves to seek information. Career Transitions Job candidates should be able to articulate their career paths in a cohesive and meaningful matter. Questions regarding career transitions should be designed to provide insights into their overall performance, decision-making processes, motivators and relationship skills. Focus on open-ended questions that provide descriptions and examples. What reasons contributed to your decision to select new opportunities over the course of your career? What major challenges and problems have you faced throughout your career? How have you handled them? What do you consider to be your most transferable skills from past positions? What are you looking for in your next job? Professional Motivations Motivation-focused interview questions are a key part of the screening process. These questions are a great way to understand what drives a candidate’s success. Are their professional career motivations a fit with the position responsibilities and your organization’s professional development opportunities? These types of questions help employers understand the alignment, or lack thereof, between their needs and the candidate’s desires.  It can also help the employer effectively influence a candidate’s level of interest by providing insight into the candidate’s top concerns. Take time to really dive deep into what drove the candidate to apply for the role. What’s on your shopping list for your next position and/or organization? Why are you seeking in a new position? If you could create a position with the perfect attributes, what would those be? What sort of tasks are you best at? In what sort of environments (busy, deadline-driven, loud, quiet, etc.) do you work the best? 360-Degree Feedback The 360-degree feedback process is capable of so much more than just evaluating employee effectiveness. It is a strategic interviewing method that will allow you organization to gain insight into a candidate’s self-awareness, collaboration and ability to interact with others at a variety of levels within an organization.  After asking a candidate to provide an example of teamwork, leadership, change management or perhaps project management. Follow-up with a question about how others viewed the candidate in different situations. How did your peers, manager, senior leaders, staff members and/or other stakeholders view you in this situation? How do you know and what evidence do you have to support that belief? What did you learn or what would you do differently if a similar situation arose in the future? Remember, interviews are not one-sided. Make sure to provide time for the candidates to ask their questions. Together, this four-pronged interview approach will provide a clear picture of whether a candidate is a good fit for your organization. What interview best practices does your organization follow?

Revive Your Recruitment and Selection Strategies: Kicking Off Your Recruitment Process

This blog entry is part four in Jacobson’s Insurance Recruitment and Selection series, which provides insights into updated recruitment and selection processes and strategies for the modern workplace. Maybe your organization is scrambling to fill an open position after its Chief Actuary moved to a different organization. Or perhaps the executive committee has decided to add an Innovation Officer to help manage and update your company’s growing evolution. Regardless of the situation, the first step in any recruitment strategy should be a kick-off meeting. Planning is vital to implementing an effective and efficient recruitment process. Finding and engaging a candidate should not be a shot in the dark. Rather, your key stakeholders must develop a carefully thought out plan. But just want should this plan entail? Meet with your key stakeholders to set a baseline of information from which to develop your recruitment plan. Ask questions to determine what they are looking for in a hire. What are the skills and characteristics required? What background is preferred? How will success be measured? Taking a deep look at the responses to these questions allows recruiters to build a complete profile of the ideal candidate and understand how they will fit within the organization. Once you have developed this blueprint of the ideal candidate, it’s time to build a process. Create a target timeline that lays out the steps in your recruitment process with milestones and goals for completion. Avoid setting unrealistic timelines as they can often double the length of your search and have a detrimental impact on your ability to hire. Build a marketable job description that not only sells the company, but also covers the key evaluation criteria set by the selection team. Include the skills, characteristics, background and values that your organization is looking for in a hire. Engage your pipeline and seek referrals from current employees. Job boards and social media are also great sources for potential candidates. Make sure that your selection team has a clear understanding of their responsibilities. They should be involved in kick-off planning and setting timeline goals. Ensure they are aware of interview strategies and follow interview best practices when meeting with potential candidates. Consider utilizing a combination of conventional interview techniques combined with behavioral and ethics-based questions in order to build a complete picture of each candidate. Encourage and promote feedback among team members. For organizations utilizing recruiting firms to assist in their hiring process, it is important that the firm has an understanding of these expectations. Make sure to do your due-diligence to make sure that you and your recruiting partner are on the same page. Set up touch bases to promote dialogue and collaboration. Most importantly, be realistic. Finding, recruiting and hiring the ideal candidate can take time. Don’t rush the process in order to fill unrealistic goals. A lack of time preparing or the inability to provide adequate attention to the hiring process has shown to result in poor hiring decisions. With nearly 70 percent of all hiring managers and HR professionals reporting bad hiring decisions, it is clear that recruitment is not a time to “wing it.” What does your organization’s recruitment process entail?

A Smooth Transition: Integrating Temporary Staff into Your Organization

As a result of the recent economic downturn, many organizations have embraced a “doing more with less” mindset­—implementing drastic staffing changes and cuts to full-time employees. Despite the uptick in industry market conditions and a return to its pre-recession state, many insurers continue to maintain a “run lean” mentality. They are now employing a staffing strategy that provides cost-effective, proven solutions to deliver organizational support on an as-needed basis—temporary staffing. Today, the total number of temporary employees is 2,957,500. Within the insurance industry, it is estimated that 30,000 temporary professionals are currently employed—a number that is only expected to increase. According to an Intuit report, by 2020, more than 40 percent of employees in the U.S. will be temporary, contingent employees. Organizations utilizing temporary staffing can occasionally hit a bump in the road when integrating these professionals into their workplaces. Your full-time employees are already familiar with the office atmosphere, are aware of their current job responsibilities and often have the support that comes with working with the same colleagues day after day. Temporary employees, on the other hand, may not have any of these same advantages. As more and more organizations continue to utilize temporary staffing, how can they best integrate these contract professionals with their full-time employees? Set the Stage: Before a new temporary staff joins your team, set up a meeting with your permanent employees to discuss the new addition. Make sure everyone is on the same page in terms of job duties and reporting. Ask for feedback and reassure your full-time employees that their jobs are safe. Eliminate Office Separation: Often organizations cluster their temporary employees into a conference room or into a separate cluster of cubicles. This does nothing more than literally separate them from other employees. It’s hard to be engaged when you aren’t working near the people you should be collaborating with. Make sure to seat temporary professionals within the group they will be working. Introduce Who’s Who: Most companies rely solely on first day introductions to ensure their contract workers have met the key players they will be working with. However, this hectic first-day is rarely conducive to remembering names and backgrounds. Instead, provide a mix of organizational charts and access to the intranet or company social media site—such as Yammer—to allow new employees to learn about their coworkers on their own time. In addition, this provides temporary staff with insights on who to contact for particular questions. Follow-up with team lunches and encourage inclusion in coffee breaks to better assimilate contract employees into your workplace. Promote Inclusion, Not Exclusion: One key way to better integrate temporary staff is to ensure that your company culture is one of inclusivity and not exclusivity. Make sure to add temporary employees to any company-wide emails, inviting them to company-wide events and bringing them into meetings. Consider hosting social events—either during work hours or after-work—that integrate all new employees into your company culture and solidify introductions and relationships. Schedule Time to Touch Base: Schedule time to touch base with your temporary professionals on a weekly basis. Check in on how things are going and answer any questions they may have. Consult with your team to get feedback on the performance of the new employees and nip any issues in the bud. This doesn’t have to be a formal, weekly evaluation. It can be as simple as a Skype chat or just a drop in at their workstation. Temporary staffing continues to play a vital role in the industry’s labor market and will only continue to do so. In light of the growing use of contract professionals, seamless integration is key to making your workforce more productive and ensuring your return on investment.

Deck the Halls with Holiday Health Hazards

The holidays are quickly approaching; and in addition to the usual hustle and bustle of the season, this time of year also introduces a unique set of health risks. Here are some common holiday pitfalls, which many of us will encounter in one way or another, from now into the New Year. Too Much “Eggnog?” Excessive drinking tops the list of potential hazards during this jolly time of year. When mixed with holiday travel—mainly driving—the odds of emergency room visits and fatalities increase greatly. According to the National Highway Traffic Safety Administration, about three dozen traffic fatalities occur daily on average in the United States as a result of drunk driving. During the Christmas season, that figure rises to an average of 45 fatalities involving an alcohol-impaired driver daily—a number that soars to 54 per day during the New Year’s holiday. Wherever you're traveling this holiday season, help ensure your trip is safe. Don’t drink and drive, and don’t let anyone else drink and drive. Tis’ the Season to Overeat Constantly being surrounded by delicious foods this time of year may tempt even the most health-conscious individuals to indulge in things they would normally avoid. Overeating is an overlooked but major problem during the holidays, particularly for those with cardiovascular disease, diabetes and other chronic health problems. While the often-cited average of seven pounds gained over the holidays is a myth, many people do gain weight between Thanksgiving and New Year’s Day, which can pose serious health concerns. Concerns which inevitably lead to costly insurance claims down the road. Take extra caution of what you are eating. Be aware of any underlying health conditions and consider the impact of salty, sweet and high sugar content foods. Decorating like the Griswolds Injuries are surprisingly common during the holiday season. One of the key drivers behind this uptick in injuries is the “dangerous” task of hanging decorations. When all is said and done, putting up festive decorations can turn your house into an obstacle course rather than a winter wonderland. According to the U.S. Consumer Product Safety Commission (CPCS), there are about 250 injuries per day during the holiday season. Between November and December 2014, CPCS estimated that emergency departments saw 15,000 injuries involving holiday decorating nationwide. Falling from a ladder may be funny in holiday movies, but in real life these mishaps can result in visits to the emergency room and thousands of dollars in claims each year. Keep decorating tasks manageable this year, be exceptionally cautious and avoid any excess strain. By taking some basic precautions, you can guarantee your whole family remains safe and injury-free throughout the holiday season. The holiday season is a time of festivities, family and feasting, but for many it can also be a stress-filled time riddled with health risks. Brighten your holiday this year by making your health and safety a priority. Take the necessary steps to keep you and your loved ones safe and healthy, and ready to enjoy the holidays!

Generational Spotlight: Gen Z, the Next Generation of Talent

This blog entry is part four in Jacobson’s Generational Spotlight Series, which provides a general overview of the generations active in the workforce. While we understand that these overviews may include broad stereotypes that do not apply to all members of that particular generational breakdown, we believe there is value in looking at today’s professionals from a generational perspective in order to gain a better understanding of their viewpoints. By the end of this decade, a new generation of employees will be entering the workforce at an influx even greater than Millennials. According to the U.S. Census Bureau, Generation Z currently makes up 25 percent of the population. Like those before them, this emerging generation brings its own set of distinctive behaviors to the labor market; and insurers that create a work environment that aligns with their wants and needs will uncover the next answer to the industry’s growing talent shortage. Born between 1995 and 2012, Generation Z has grown up in the information era and is accustomed to having knowledge at their fingertips. They have never known a life without fast communication and unlimited access to media technologies. Thanks to the independence provided by modern technology, Generation Z is able to work from any location, for any organization, anywhere in the world. As a result, they are putting less importance on where they work and more on their ability to be transient. While this flexibility could be beneficial to employers, there is also concern over potential retention issues. Generation Z possesses many characteristics that are connected to and shaped by technology. While members of Generation Z are experts at online collaboration, their reliance on technology as a form of communication has contributed to a lack of face-to-face social and conflict resolution skills. Employers may need to add a component to onboarding that focuses on these soft skills for those who require it. An excess of available technology has also given Generation Z the ability to multi-task online, which according to the National Academy of Sciences, could not only effect their performance on specific tasks but also learning and cognitive development. When this “skill” is brought into an office setting, it does not always translate well and can sometimes lead to poor work performance and dysfunctional relationships with co-workers. Additionally, Generation Z is more attuned with the “act of parenting” and the security of family than ever before. Currently, this generation has the highest home schooling rates in U.S. history and high rates of one stay-at-home parent. As a result, Generation Z values family, order, structure, work ethic and a sense of predictability in their lives. A sense of comradery and loyalty must be weaved into organizational culture. An emphasis on structure and organization is also important. Providing clear guidelines and hard deadlines will allow Generation Z to flourish. Generation Z wants to be educated and coached, thus fostering employer-employee relationships will be key. Organizations should focus on incorporating training, development and immediate feedback into their workplaces in order to better engage and retain this generation. Employers should offer group meeting spaces that support blended communication methods—both face-to-face and online. Like the Millennials before them, Generation Z is undoubtedly poised to be a solution to the insurance industry’s talent challenge. Provided with the tools and the environment necessary for their success, this generation offers the technological savvy, work ethic and drive necessary to take the industry to the next level.

Taking Action: Developing Succession Plans for an Evolving Future

Having weathered the recent “Great Recession” with its record unemployment rates, company downsizings and mass professional lay-offs, the industry now comes face-to-face with a new challenge. Drastic labor market changes are poised to transform the industry’s leadership landscape during the next 10 years. Already, organizations are beginning to experience an ever-expanding skills gap at the executive and management level—a gap that is only expected to grow in the coming years. Faced with an aging industry, impending retirements and a tightening talent pool, developing and implementing a succession plan is vital to ensuring an organization’s continued success. The loss of human capital has become a serious and timely risk that must be addressed. Unfortunately, many organizations have overlooked this growing risk and now find themselves unprepared and without a plan. In fact, only 38 percent of insurance companies currently have a written CEO succession plan in place. In order to gain insights into the current state of industry succession planning, The Jacobson Group partnered with Carrier Management to develop a comprehensive survey diving into organizational practices surrounding the area of leadership development. The results were surprising and, admittedly, concerning in light of the emerging talent reality. In our latest edition of Compass, Jacobson co-CEO Gregory P. Jacobson explores the responses to this survey and shares insights into the current state of industry succession planning, along with best practices and strategies for developing a successful leadership development plan. For insights on the importance of succession planning along with an update on the insurance industry's talent market, download Compass.

Take Me Out to the Ballgame: Insuring MLB Athletes

The first pitch has been thrown in the 112th World Series. Pitting the Cleveland Indians against the Chicago Cubs, this year’s World Series is poised to make history. Entering into this historic competition, both teams accounted for the longest World Series droughts—totally 174 years. Hometown favorites, the Chicago Cubs, have not seen a World Series win since 1908. Since that time, the United States has seen 18 presidents, two World Wars, 20 economic recessions—including The Great Depression, and the admittance of four states into the union. Recognizing the historic nature of this face-off, ticket sales have skyrocketed to dwarf recent World Series records. Average resale prices to the games have reached $2,474. Already, average asking prices range from $4,000 to $7,200 per seat. As the series moves toward its historic conclusion, let’s take a look at some of the most unique insurance policies taken out by Major League Baseball players. Playing Ball: Recognizing the importance of a healthy body for athletic success, a number of players have taken out insurance policies on specific limbs. Amid the heated home run race of 1998, Mark McGwire took out a $12 million policy on his ankle from Lloyd’s of London. McGwire later went on to beat Sammy Sosa with a record 70 home runs hit in a single season. Yankee pitcher Joba Chamberlain decided to insure his most valuable asset—his right arm—for $5 million. Chamberlain’s policy will pay out if anything keeps him from being able to pitch, including “getting hit by a bus.” Entering Extra Innings: Injuries can put a drastic end to an aspiring career. As a result, many athletes have invested in insurance that will secure their futures in case of possible injuries. Mets ace Matt Harvey recently took out a two-tiered policy that provided a payout for loss of earnings based on a slippage of performance and a different payout if his career came to an early conclusion. Nationals pitcher Max Scherzer has a unique policy providing him with a $40 million payout if he suffered any injury that would prevent him from receiving an offer below a proposed $144 million. Covering Their Bases: While not widely used, a number of franchises have taken out policies on their players. This covers the team in case of player injuries impacting their ability to play out their contracts. Texas Ranger Prince Fielder recently ended his career following his second major neck surgery in three years. Because the Rangers have insurance covering his contract, they will not be on the hook for the entirety of the team’s remaining financial obligations through the end of his contract in 2020. The majority of the costs will be covered by the team’s insurer. Conversely, Red Sox player Pablo Sandoval recently experienced a torn left labrum, requiring season-ending surgery. Because the Red Sox did not insure Sandoval’s five-year, $95 million contract, the team is liable for all of it, including his time spent on the disabled list. As both cities wait with baited breath to see who will break their World Series drought, go out and wow your friends with your knowledge of MLB insurance! Go Cubs!