In its latest industry analysis, Aon highlights that hybrid configurations are the wave of the future as 97% of insurers accelerate automation (one of the most automated levels of any industry), but the journey to achieve this ideal continues.
As technology redefines the competitive landscape for talent, recruiting alone is no longer enough to close the widening capability gap, according to Louisa Blain, head of human capital insurance at Aon.
“Insurance leaders are accelerating capacity building to keep pace with digital disruption, but hiring alone will not close the gap. The industry urgently needs individuals with the behavioral and technical skills to better underwrite and deliver relevant insurance to customers,” said Bryan.
According to Aon, 43% of tasks are expected to be automated by 2030. As most insurance companies accelerate automation, the industry needs to rethink how to attract, develop and deploy talent to remain competitive.
Future success increasingly depends on building a workforce that combines deep technical expertise with the digital capabilities, adaptability, and behavioral skills required for continued transformation.
“Change is happening faster than ever before. Strong leadership remains one of the most powerful levers for driving cultural change, signaling the behaviors and mindsets required for transformation,” said Rupert Moore, CEO, Asia Pacific Reinsurance.
Insurance roles are evolving and require a combination of essential technical skills and behavioral strengths such as adaptability, curiosity and a growth mindset.
Brian said this shift requires equal emphasis on technology and behavioral capabilities, and insurers that recognize hybrid insurance is the future will be the most successful.
Talent strategy and business objectives are now closely aligned, and profitability is now inseparable from the ability to build adaptable, high-performing teams that can respond to changing risks and regulatory expectations.
As new entrants and adjacent industries compete for the same data, cyber, climate and analytics talent, insurers are under increasing pressure to differentiate through culture, employee value proposition (EVP) and growth opportunities.
According to Aon, 65% of candidates drop out of the recruitment process due to lack of cultural or EVP traction, demonstrating the need for a modern, purpose-driven employer brand.
Currently, Blair said there are three key actors facilitating this transformation:
Reimagined Insurance Worker – Traditional technical roles (underwriter, claims, actuary) now require digital literacy, familiarity with AI-enhanced decision-making, and cross-functional teamwork. Hybrid profiles, such as underwriters with ESG or claims with cyber expertise, are increasingly popular. Continuous retraining is critical as insurers redesign work around tasks rather than rigid roles.
Industry Futurists – These experts translate emerging climate, cyber, geopolitical and mobile risks into actionable business insights. They connect disciplines such as sustainability, climate science, data science or technology to work with practitioners to lay the foundation for innovation in real-world insurance challenges. Futurists are said to be critical for product innovation, scenario planning and advising leaders on how to deal with uncertainty.
Change Orchestrator – Insurers need leaders who can drive transformation across the organization, including transformation leaders, HR strategists and business readiness experts to break down silos, accelerate new ways of working, and embed digital and AI adoption.
These roles support capability development, talent mobility and cultural change. As project-based working becomes the norm, change coordinators are critical to ensuring teams can adapt quickly and absorb new skills quickly.
Bryan also noted that as climate risks reshape workforce needs, hybrid climate insurance capabilities – which combine risk modeling, regulation and stakeholder engagement – will also be key. However, they are in short supply, driving the need for structured development pathways.
The executive concluded: “To future-proof their businesses, insurers must start with clear strategic alignment, adopt data-driven workforce planning and invest heavily in reskilling, particularly in climate, cyber and digital areas.
“With 59% of the global workforce in need of reskilling and 14% of roles at risk of automation, insurers must modernize career paths, refresh executive vice presidents, and focus on potential and diversity when acquiring talent. Those who invest early in future-fit talent will be best positioned to capture growth and manage increasingly complex risks.
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