2026年保险人才趋势指南

INSURANCE TALENT TRENDS2026 Insurers focus on cultivating an adaptable andagile workforce. Aswe move into 2026,the industry continues to evolvealongside the broader labor market. Return-to-office mandatesare becoming more rigid, employee and customer expectationsremain high, and a range of internal and external pressures areshaping insurers’ strategies and priorities. 2 Transferable skills set high potentialindividuals apart. AI continues to transform the industry. Atthe same time,AI continues to dominate corporateconversations. Insurers are investing in these capabilities, whilealsomanaging employee concerns and striving for strategicintegration that complements human strengths. Adaptability andflexibility will be key in 2026, and cultivating a workforce thatcan confidently lean into shifts and pivots will be what truly setsorganizations apart. Interim talent strategies propel AI initiatives. RTO mandates and relocation expectationscreate challenges. I hope you find the following insights valuable as you refine yourtalent strategies for the new year. If we can support you in anyway, please don’t hesitate to reach out. Insurers brace for executive-level talent drain. Wishing you a happy and successful 2026! 7Recruiting and retention techniques arereframed for young talent. INSURERS FOCUSON CULTIVATING ANADAPTABLE AND AGILEWORKFORCE. Technologyroles continue to see the greatestgrowth within insurance, with actuarial and analyticspositions consistently ranking among the hardestto fill. As insurers increase their investments indata, analytics and technology, having a team inplace that can effectively leverage these new toolsand increased access to information is essential. Cultivatingaculturethatembraceschangeandpromotes curiosity will give organizationsasubstantial upper hand in the new year.Thistransformationmust begin at insurers’highestlevels, with executive teams modeling adaptabilityand growth. By rewarding new ideas, encouragingindividuals to dig into the “why” and celebratinginnovation,insurers will create teams that areprimedto step up to new opportunities andunforeseen challenges. TRANSFERABLE SKILLSSET HIGH POTENTIALINDIVIDUALS APART. The World Economic Forum’s 2025 Future of JobsReportpredicted an average of 39%of workers’existing skills will be transformed or become outdatedin the next five years. As we approach 2026, a focusonupskilling and developing technical knowledgeisimportant for a comprehensive talent strategy.However,interpersonal skills prove advantageousacross many areas and are increasingly valuable intoday’s tech-heavy environment. Theability to navigate difficult situations,diffusetensions, and explain highly technical and complexinformationis necessary for ongoing success,nomatterthe direction of the business.In a recentShin Research Program report, problem-solving andcritical thinking were considered the most importantcurrent and future skills for insurance professionals.While technical skills remain valuable, it’s imperativetoidentify and strengthen the human elementthroughout the organization. AI CONTINUES TOTRANSFORM THEINDUSTRY. AIis taking on more basic insurance tasks,providing an opportunity for professionals to focuson complex situations and problems. Insuranceleaders will need to focus on how to leveragethesecapabilities in a way that augments theexisting skills and strengths within their teams. Communicationwillbekeyinkeepingindividualsengaged and motivated throughoutthesechanges.This includes having a solidunderstandingof AI’s anticipated impact andbenefits,and transparently and intentionallysharingthis information with team members.Professionalsare often hesitant to trust theoutputs from AI and skeptical of its future impactontheir jobs.Communicating in a way thathighlightsthe intended value and the specificbenefits for an individual’s job, as well as theoverall organization, will be critical to success. INTERIM TALENTSTRATEGIES PROPELAI INITIATIVES. Giventheuniqueskillsetsneededforvarious AI implementations, there will be anincreasedneed for outside consultants andinterimtalent.As the industry embarks onnewterritory,it’s uncommon for insuranceorganizationsto have in-house AI experts.Additionally,theavailabilityofin-housetechnologists who can lead implementation,whilealsomaintainingthecapacitytosupport training and development is minimal.Enlistinginterim experts in these areaswillprovide organizations with access tospecialized skillsets and past experience thatmay otherwise be limited. RTO MANDATESAND RELOCATIONEXPECTATIONS CREATECHALLENGES. Althoughreturn-to-office mandates have becomemore rigid in the past few years, many employeescontinue to consider in-office work a deal-breaker.This imbalance will continue to have a compoundingimpact on talent strategies, with employers needingto reevaluate their employee value propositions andhow they are attracting local talent. RTO-relatedrecruiting and retention challengeswill become more pronounced, e