With 97% of insurers accelerating automation — one of the highest rates across any sector — hybrid profiles are the future, however, the journey to this ideal is ongoing, Aon highlights in its latest industry analysis.
As technology redefines the competitive landscape for talent, Louisa Blain, Head of Insurance for Human Capital at Aon, argues that recruitment alone is no longer enough to close the widening capability gap.
“Insurance leaders are accelerating capability building to keep pace with digital disruption, but recruitment alone cannot close the gap. The industry is in urgent need of individuals who possess a blend of behavioural and technical abilities to better underwrite and provide relevant cover to customers,” Blain states.
According to Aon data, 43% of tasks are expected to be automated by 2030, and with most insurers accelerating automation, the sector needs to rethink how it attracts, develops, and deploys people to remain competitive.
Future success increasingly depends on building a workforce that combines deep technical expertise with digital proficiency, adaptability, and the behavioural skills required for ongoing transformation.
“Change is happening faster than ever. Strong leadership remains one of the most powerful levers for driving culture change, signalling the behaviours and mindset needed for transformation,” said Rupert Moore, CEO Reinsurance, APAC.
Insurance roles are evolving, demanding a blend of foundational technical skills and behavioural strengths like adaptability, curiosity, and a growth mindset.
This shift requires valuing both technical and behavioural capabilities equally, with insurers who recognise that hybrid profiles are the future being the most successful, Blain states.
Talent strategy with business goals are now tightly aligned, and profitability is now inseparable from the ability to build adaptable, high‑performing teams capable of responding to evolving risks and regulatory expectations.
As new entrants and adjacent sectors compete for the same data, cyber, climate, and analytics talent, insurers face increasing pressure to differentiate through culture, employee value proposition (EVP), and opportunities for growth.
According to Aon, 65% of candidates withdraw from the hiring process due to unattractive culture or EVP, signalling a need for modernised, purpose‑led employer branding.
Currently, Blair states that there are three critical roles that facilitate this transition:
Reimagined Insurance Practitioners – Traditional technical roles (underwriters, claims, actuaries) now require digital literacy, comfort with AI‑enhanced decision‑making, and cross-functional teamwork. Hybrid profiles – such as underwriters with ESG or claims with cyber expertise – are increasingly sought. Continuous reskilling is vital as insurers redesign jobs around tasks rather than rigid roles.
Industry Futurists – These experts translate emerging climate, cyber, geopolitical, and mobility risks into actionable business insight. Bridging disciplines like sustainability, climate science, data science, or technology, they collaborate with practitioners to ground innovative in real‑world insurance challenges. Futurists are said to be essential for product innovation, scenario planning, and advising leaders through uncertainty.
Change Orchestrators – Insurers need leaders who can drive organisation‑wide transformation, including transformation leads, HR strategists, and business readiness experts to break down silos, accelerate new work methods, embed digital and AI adoption.
These roles support capability uplift, talent mobility, and cultural change. With project‑based work becoming the norm, change orchestrators are essential to ensuring teams can pivot quickly and absorb new skills at pace.
Blain also noted that, with climate risk reshaping workforce needs, hybrid climate-insurance capabilities – combining risk modelling, regulation, and stakeholder engagement – will also be key. Yet they are in short supply, driving demand 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 – especially across climate, cyber, and digital domains.
“With 59% of the global workforce requiring reskilling and 14% of roles at risk from automation, insurers must modernise career paths, refresh their EVP, 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 risk.
