The Next Generation in Insurance: Practical Talent Strategies for a Changing Sector

The ageing workforce in insurance is well understood – and while there has been progress, the need for long-term planning remains critical. According to the latest London Matters Report, the number of insurance professionals over 50 now equals those under 30. It’s a step forward, but a clear signal that the focus must shift from awareness to action.

Talent shortages persist across core areas, such as underwriting, actuarial, risk, and finance, while demand continues to rise in data science, AI, and cybersecurity. At the same time, institutional knowledge is being lost as experienced professionals retire.

With a strategic, skills-based approach, this challenge presents an opportunity to build a more adaptable, inclusive, and future-ready workforce. The following are practical recommendations for insurance firms aiming to move beyond short-term hiring and towards long-term capability building.

Modernise Early Talent Pathways

Attracting younger generations means engaging earlier and more inclusively. Sixth-form outreach, apprenticeships, and partnerships with schools and universities are becoming essential. Apprenticeships, in particular, are gaining ground as a credible alternative to traditional degrees, offering structured training and formal qualifications.

Inclusive hiring also means widening access to underrepresented talent. Neurodivergent professionals often bring valuable strengths in areas such as logic, data analysis, and problem-solving (CIPD), yet may face barriers due to traditional recruitment practices, such as unstructured interviews that favour social confidence over technical ability. Reviewing assessment methods, creating supportive working environments, and prioritising psychological safety, not just ethical considerations, but commercial ones.

Shift to Skills-Based Hiring

To compete in today’s market, insurance firms are increasingly adopting a skills-based approach to hiring. Rather than replicating previous role holders or rigid qualifications, this strategy prioritises the core capabilities needed to succeed. This can look like: 

• Defining the capabilities truly needed (rather than replicating previous hires)
• Exploring adjacent industries like fintech, consulting, or professional services.
• Removing unnecessary degree requirements
• Recognising alternative qualifications (online certifications, apprenticeships).

By focusing on skills, insurers broaden their talent pool and reflect how people now build careers, with less linear paths and more diverse experiences.

Strengthen your Employer Value Proposition (EVP) 

For younger generations, talent attraction is closely tied to reputation. They want to understand how an insurance career aligns with their passions, goals, and values. Yet, as an industry, insurance is often misunderstood or overlooked by younger professionals.

There is a strong opportunity here to reposition insurance as a career with real purpose, one that helps people navigate life’s most challenging moments. It brings together problem-solving, data, and tangible impact. The challenge lies in communicating that message more effectively to emerging talent.

A strong EVP aimed at younger professionals should clearly highlight opportunities for progression, continuous learning, and meaningful work. Just as importantly, it should be consistently reflected across all touch points – from job adverts and careers pages to social content and the interview process.

Be Strategic with Recruitment Marketing

The traditional “advertise and wait” approach no longer works. Recruitment marketing should focus on long-term brand engagement as well as short-term vacancy fulfilment.

That means:

• Sharing authentic employee stories, especially around impact and progression.
• Investing in social and digital content that reaches where younger audiences are active.
• Exploring partnerships with content creators in the space or already engaging with early-career professionals.
• Spotlighting the modern, tech-enabled size of insurance (AI, cyber, data science, digital claims, and more).

In parallel, you can highlight your corporate social responsibility and citizenship. Nearly 80% of Gen Z employees say it’s important to work for an organisation that aligns with their values (Deloitte). Community impact, sustainability, and DEI should all form part of your narrative.

Support Retention, Progression, and Knowledge Transfer

Talent attraction is only part of the equation. Retaining and progressing internal talent is just as important, particularly as senior expertise starts to transition out.

 Invest in:

• Structured mentoring between experienced and emerging talent
• Internal mobility frameworks that encourage lateral and upward moves
• Succession planning for key technical and leadership roles.
• Flexible working models that support later-career professionals while easing transitions.

This ensures that institutional knowledge is preserved while making room for the next generation to step forward with confidence.

Looking Ahead

The insurance talent market is undergoing a generational shift, and with it comes the chance to rethink current approaches and embrace new possibilities. The firms that will thrive will be the ones who act now: hiring for skills, widening access, investing in brand, and building inclusive, future-ready teams.

If you're navigating talent challenges or looking to strengthen your leadership pipeline, our insurance team at JSS Search is here to help. We partner with firms across the market to build high-performing teams—whether through specialist hiring, succession planning, or long-term talent strategy. Get in touch to explore how we can support your goals.