Dr. Kirk Fleming wrote for Gen Z about how this group will influence the insurance industry in the future.

Peggy Hansen spoke to Insurance Business America about making the industry more appealing to millennials.

By 2018, we can expect 25 % of the current insurance workforce to retire creating 400,000 open positions!

Whether or not the pursuit of new revenue is killing your potential for profitable growth is, in some form or another, a question that business leaders are (or should be) asking on an ongoing basis.

Around the turn of the century, the insurance industry entered the war on talent. As boomers began aging out of the workforce, succession planning took on a pronounced urgency. Insurance leaders feared they would be replaced by naive, social media obsessed young professionals unprepared for the realities of

To the baby boomer generation, pension plans, a straight career path, and a corner office were more important. The baby boomers believe in committing a substantial duration of their careers to a particular organization. This is not the same value system or driving force of the millennials. The

Talent acquisition—finding and hiring the best people for your needs —can have a significant effect on your bottom line. But finding strong performers takes hard work. Gaining a competitive advantage starts with thinking differently than others. If you put more effort and commitment into the talent you already

Emotional Connections. Great brands avoid selling products. Great salespeople cultivate emotional connections with customers. —Harvard Business Review, August 2016

Managers who demonstrate leadership skills have a clear impact on daily company and employee performance. Managers, by definition, are responsible for coaching, influencing and creating the space for employees to perform their best to improve both productivity and quality of service.

Talent engagement is more than “keeping people happy”—it is a set of managerial and leadership activities critical for building and maintaining a strong team while keeping talent costs reasonable.

In the age of automation and machine learning, insurance leaders should not overlook the most important element to long-term success: their people. No matter the technology or processes you implement, you still need talent to execute and make decisions. That’s where talent excellence comes in.