How the industry can proactively address its talent shortage – HDI Global

1. What is the most concerning or biggest talent related challenge facing insurers?

The biggest talent challenge for insurers today is developing soft skills in a hybrid environment. While technical training can be delivered online, the nuanced skills, including communication, negotiation and judgment, are harder to teach virtually.

These are often learned organically through sitting beside experienced colleagues, observing interactions and absorbing context from conversations. Hybrid working can limit these informal learning moments that shape confidence and decision-making. It’s important that we don’t lose that engagement.

Without deliberate strategies to replicate this exposure, we risk creating technically competent professionals who lack the interpersonal skills essential for client relationships and collaboration.

The industry must find innovative ways to blend flexibility with meaningful in-person coaching to preserve this critical aspect of development.

2. Is UK general insurance failing to entice or retain a certain demographic, or is it more a particular skill set that is still missing from workforces?

I don’t believe the challenge lies with attracting a specific demographic, it’s about retaining talent and modernising the environment they work in.

The insurance industry is asking a new diverse, forward-thinking workforce to operate often within outdated systems and processes.

This disconnect can lead to frustration and attrition. To bridge the gap, we need to recruit skill sets that accelerate modernisation, including digital expertise, data analytics and change management, while creating an environment that reflects the innovation we expect from our people.

Attracting and retaining talent isn’t just about culture, it’s about equipping teams with tools and systems that match their capabilities and ambitions.

3. What are the most impactful steps insurers can take to attract new talent into the industry?

Insurers must demonstrate a clear, compelling employee value proposition.

First, define transparent career pathways with structured development opportunities. People want to see how they can grow and how they can add value.

Second, modernise technology and processes. Gen Z and younger professionals expect digital-first environments, so outdated systems can be a deal-breaker.

Finally, strengthen employer branding by showcasing purpose, innovation and flexibility. Highlight the industry’s role in solving global challenges and protecting communities. Authentic storytelling through social media, employee advocacy and new starter programmes can make insurance careers feel dynamic, relevant and impactful.

4. What one factor would you call out as key to ensure UKGI talent pipelines are diverse?

Let’s widen the search for new employees. Our industry has a long-standing tendency to recruit from our own networks.

We need to think differently by considering candidates from different backgrounds and industries, valuing transferable skills as much as traditional experience.

This means expanding  recruitment channels beyond the usual circles, leveraging partnerships with schools, colleges and universities, professional associations and community programmes.

Diversity doesn’t happen by chance, it requires intentionality in recruitment and a mindset shift toward inclusion and innovation. By doing that, we can brind onboard fresh ideas, perspectives and mindsets.