The actuarial tables on insurance industry workforce demographics have been telling the same story for ten years: a significant wave of retirements is coming, and the pipeline of incoming talent isn't keeping pace.
Part of the problem is perception. Insurance has not successfully marketed itself as a technology-forward, analytically rigorous, high-impact career — even though all three are true for large portions of the industry.
University partnerships, internship programs, and industry association outreach are all valuable. But the carriers and intermediaries who are making real progress are doing something more specific: they're identifying the two or three things that make their organization a genuinely interesting place to build a career, and communicating that clearly to the talent markets they want to reach.
Passive optimism — assuming that competitive salaries will attract good people without active cultivation — is not a pipeline strategy.
The industry has the substance to attract great talent. It needs to do more work on the story it tells and the places it tells it. That's an investment, not an initiative.
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