Climate Claims Are Changing Insurance Hiring

The effects of climate change are becoming more than just a talking point for the insurance industry. With rising sea levels, extreme weather events, and increasingly unpredictable natural disasters, insurers are seeing a notable uptick in both the frequency and severity of claims. According to a report by Swiss Re, natural catastrophe-related insured losses exceeded $100 billion globally for the third consecutive year in 2023.

While much of the conversation centers around underwriting and pricing strategies, there’s another piece of the puzzle that deserves attention: talent. As climate-related claims increase, so does the need for specialized professionals who can assess risk, understand environmental liability, and build strategies to keep insurers resilient in the face of mounting volatility.

The Growing Talent Gap in Environmental Risk

Traditional actuarial models are increasingly strained by the pace and unpredictability of climate impacts. That shift is creating a demand for professionals who can bring new ways of thinking to risk evaluation. We’re seeing increased interest in roles such as:

• Climate Risk Analysts who model climate scenarios and their financial implications.
• Environmental Claims Specialists with backgrounds in environmental science or sustainability.
• Catastrophe Modelers using geospatial data and advanced modeling software to simulate future climate risk.
• Resiliency and Sustainability Officers focused on long-term planning and ESG compliance.

These roles require a blend of traditional insurance acumen and cross-disciplinary knowledge—pulling from fields like meteorology, hydrology, data science, and regulatory law.

Recruiting for a Changing Landscape

For hiring teams, the challenge lies in identifying and attracting this niche talent. Many of these professionals aren’t coming from traditional insurance pipelines. They may come from academic research, environmental consulting, or public sector organizations. Building partnerships with universities, expanding internship programs, and highlighting the meaningful, high-impact nature of this work can all help attract the next wave of talent.

Equally important is upskilling the existing workforce. Offering training programs and certifications around environmental risk, sustainability, and data modeling can empower current employees to take on new responsibilities in this evolving space.

What This Means for the Future

As climate risk reshapes the insurance industry, it’s also reshaping the teams behind it. Forward-thinking insurers are already investing in talent strategies that reflect this reality—and it’s giving them a competitive edge.

At The Rogan Group, we believe the future of insurance is deeply tied to how we recruit and retain the right talent to meet these emerging challenges. Climate risk isn’t just a coverage issue—it’s a people issue too.

Want more insights on talent strategy and the future of insurance recruiting? Subscribe to our newsletter at rogangroup.com.

Emerging Insurance Roles in AI & Digital Assets

The recent lawsuit filed by Crusoe Energy Systems LLC against Markel Group Inc. over theft coverage for cryptocurrency mining equipment underscores the evolving challenges in insuring digital assets. As the digital asset space grows, so does the need for specialized insurance coverage and the corresponding talent within the AI space to manage these novel exposures.

The intersection of artificial intelligence (AI) and digital assets is reshaping the insurance landscape, leading to the emergence of new roles that blend technological expertise with traditional insurance knowledge. Here are some of the key positions gaining prominence:

1. Digital Asset Risk Analyst

With the rise of cryptocurrencies and blockchain technologies, insurers require professionals who can assess risks associated with digital assets. These analysts evaluate the volatility, security vulnerabilities, and regulatory implications of digital assets to inform underwriting decisions.

2. AI Risk Manager

As AI becomes integral to insurance operations, managing the risks associated with AI systems is crucial. AI Risk Managers oversee the deployment of AI technologies, ensuring they operate within ethical and regulatory boundaries, and mitigate potential biases or errors in automated decision-making processes.

3. Cybersecurity Insurance Specialist

The increasing threat of cyberattacks necessitates specialists who understand both cybersecurity and insurance. These professionals design policies that cover cyber risks, assess clients’ cybersecurity measures, and stay abreast of emerging threats to provide comprehensive coverage solutions.

4. Blockchain Claims Investigator

In cases involving blockchain transactions, traditional claims investigation methods may fall short. Blockchain Claims Investigators utilize their understanding of distributed ledger technologies to trace transactions, verify claims, and detect fraudulent activities within decentralized systems.

5. AI Ethics Compliance Officer

Ensuring that AI applications in insurance adhere to ethical standards is paramount. AI Ethics Compliance Officers develop guidelines for ethical AI use, monitor compliance, and address concerns related to data privacy, algorithmic bias, and transparency in AI-driven processes.

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The integration of AI and the proliferation of digital assets are not only transforming insurance products and services but also redefining the industry’s talent landscape. As insurers navigate this new terrain, the demand for professionals equipped with both technological acumen and insurance expertise will continue to rise.

For more insights into the evolving roles within the insurance industry and how to navigate the changing talent landscape, subscribe to The Rogan Group’s newsletter here.

Navigating the Return to Office: Five Key Approaches

As the world of work continues to shift, many organizations are rolling out return-to-office (RTO) policies. While these changes are often necessary, they’re not always easy, especially for teams that have grown used to the flexibility of remote work. The good news? With a little planning and the right support, the transition back can feel a lot more manageable.

Here are five practical ways companies can make returning to the office a more positive experience for their teams, while showing employees you’re prioritizing their well-being every step of the way.

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1. Keep Communication Clear and Consistent
Change is easier when everyone’s on the same page. Be transparent about why your company is returning to the office, how it benefits the team, and what’s coming next. Open forums for questions or feedback can go a long way in easing uncertainty and building trust.

When Adore Me introduced a structured return-to-office schedule—asking employees to come in on Mondays, Tuesdays, and Thursdays—it was met with some initial hesitation. But once leadership took the time to explain the reasoning behind the approach, employees became more receptive. The focus on face-to-face mentorship opportunities for younger professionals, and the specific benefits for women navigating post-pandemic career dynamics, helped shift the conversation.

As Morgan, an executive at the company, shared:

“It was important to give employees an explanation for why in-office is better and why on those particular days… When we explained why it was especially important for young people who benefit from face-to-face mentoring and for women who have been disproportionately impacted by the pandemic, the reasons resonated with them.”

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2. Offer Flexibility Where You Can
For many employees, flexibility is no longer a nice-to-have—it’s a must. If a full-time in-office schedule doesn’t make sense for every role, consider hybrid options like rotating schedules or designated remote days. These small adjustments can have a big impact on morale and productivity.

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3. Invite Employees Into the Process
In the insurance world, where teams often span underwriting, claims, and client service, a one-size-fits-all return-to-office approach rarely works. That’s why it pays to involve employees in the process early.

At Thrivent, a financial services firm, leadership gathered input before rolling out their hybrid model. The result? A structured classification system and a “Ways of Working” toolkit to support collaboration across remote, mobile, and in-office roles.

As CHRO Kelly Baker put it,

“We don’t have a mandate, but there are expectations… it’s important to be intentional about when employees get together.”

That sense of partnership matters. Leaders like Johnson emphasize that “giving employees agency and choice is more effective than a mandate.” Instead of dictating schedules, consider asking, “What can we all agree on?” It’s a simple question that can lead to more buy-in—and better outcomes.

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4. Support Work-Life Balance in a Real Way
The transition back to in-office work can be a tough adjustment. Offering mental health resources, flexible scheduling, or help with childcare can ease that burden. These efforts also send a clear message: you understand the challenge, and you’re here to support your team through it.

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5. Focus on Fostering Connections

In the insurance industry, where collaboration and knowledge sharing are essential, in-person time should feel intentional and valuable. One of the best ways to smooth the return-to-office transition is to create opportunities for team connection—think standing lunches, informal coffee chats, or scheduled brainstorming sessions.

As one leader shared, “Over 80 percent, without fail, say ‘It’s the people.’ The people are the reason they come into the office.” That’s especially true in insurance, where mentorship and real-time collaboration often happen organically.“

Companies like HiBob use in-office days to build trust and camaraderie. “These organic moments of connection lead to greater trust which, in turn, leads to better collaboration and engagement,” said Keren Kozar.

The key is to make in-person time feel distinct from remote work. As Leaf Home’s CHRO noted, “We make it clear that office time is for collaboration.”

A clear purpose for being together helps employees feel like the time spent in-office is truly worthwhile.

Make the Shift With Intention

At the end of the day, a successful return-to-office strategy isn’t just about logistics—it’s about listening, adapting, and leading with intention. Whether you’re asking your team to come in a few days a week or implementing a structured schedule, thoughtful planning can turn a challenging shift into an opportunity to re-engage, reconnect, and refocus.

For industries like insurance, where mentorship, teamwork, and trust are central to the work, making office time meaningful is key. The more your employees feel heard and supported, the more likely they are to show up—not just physically, but with energy, purpose, and pride in what they do.

From Overlooked to Hired: The Role of Recruiters in Today’s Competitive Job Market

The job market has seen substantial shifts in recent years, especially with the evolving landscape brought on by the pandemic. For job seekers, navigating this new terrain is both a challenge and an opportunity. A recruiter can be a crucial ally in this process, especially when your resume seems to be getting overlooked despite your qualifications.

At The Rogan Group, we understand the intricacies of today’s job market and how competition for talent is intensifying. Here are some ways a recruiter can help you break through the noise:

Strategic Job Targeting: While you might be sending out dozens of resumes to roles that seem like a fit, recruiters know where the real opportunities are. They have access to unadvertised roles, including those that may be overlooked by the average job seeker.

Tailored Resume Advice: Sometimes, the difference between a resume that lands in the “yes” pile and one that doesn’t is a small but impactful change. A recruiter can provide insights into how to present your skills and experience in a way that resonates with hiring managers.

Navigating “Ghost Jobs”: We’ve all seen “ghost jobs” — roles posted online that are no longer actively being recruited for. Recruiters have the expertise to sniff out these jobs and can help you focus your efforts on positions that are actually hiring.

Personalized Feedback: If your applications are getting lost in the shuffle, a recruiter can offer constructive feedback to help you improve. Whether it’s optimizing your LinkedIn profile, tweaking your resume, or changing your approach to networking, we provide actionable insights that can make a difference.

Faster Process: Recruiters often have direct access to hiring managers and can expedite the interview process. This not only speeds up your chances but also positions you as a top contender before the role becomes saturated with applicants.

With job postings constantly changing and competition for top positions at an all-time high, partnering with a recruiter like The Rogan Group can help you get noticed in the competitive job market. Let us be the bridge that connects you to opportunities that truly align with your career goals.

Need help navigating the job market? Let’s talk! Reach out to us today.

Strategic Adaptation: Crafting Work Policies that Reflect Current Market Demands

As companies navigate the evolving landscape of work in 2025, the debate over return-to-office (RTO) mandates has intensified. Recent reports indicate that strict RTO policies are prompting employees to seek opportunities elsewhere, even among industry giants like Amazon and JPMorgan Chase. At The Rogan Group, we recognize that flexibility is no longer a mere perk but a critical factor in talent acquisition and retention.

The Shifting Landscape of Work

The pandemic has reshaped employee expectations, with many professionals valuing the flexibility that remote work offers. However, some leaders argue that in-person collaboration enhances productivity and career development. For instance, JPMorgan Chase CEO Jamie Dimon has emphasized the importance of returning to the office, expressing concerns about empty federal buildings in Washington, D.C., and advocating for federal workers to resume in-person work.

Implications of RTO Mandates on Talent

Strict RTO policies can lead to employee dissatisfaction and increased turnover. Reports have highlighted instances where employees, frustrated by rigid in-office requirements, have begun “rage applying” for other jobs. For example, Amazon’s recent mandate for a full-time return to the office has led some employees to seek alternative employment opportunities.

The Rogan Group’s Perspective: Flexibility as a Competitive Advantage

At The Rogan Group, we believe that embracing flexibility can serve as a significant competitive advantage. Companies that offer adaptable work models are better positioned to attract and retain top talent. For instance, Citigroup continues to implement a hybrid work model, allowing most employees to work from home two days a week, a strategy that has been highlighted as a competitive recruitment edge.

Actionable Recommendations for Our Clients

1. Assess Your Work Policies: Evaluate your current RTO policies and gather employee feedback to determine if adjustments are needed to continue to retain top talent.
2. Enhance Employer Branding: Showcase your commitment to work-life balance and professional growth in your recruitment materials.
3. Invest in Talent Analytics: Utilize recruitment analytics to identify trends and adjust your strategies in real time, ensuring that you remain attractive to top talent even as market expectations shift.
4. Communicate Clearly: When implementing new policies, be transparent with your employees about the reasons behind any changes and how these adjustments benefit both the organization and its workforce.

Looking Ahead

The ongoing debate between remote work and RTO mandates signals a pivotal moment for companies. By embracing flexibility and leveraging data-driven insights, organizations can create a workplace that attracts, retains, and nurtures talent. At The Rogan Group, our commitment is to guide our clients through these transformative times—helping you build resilient, adaptable teams ready to thrive in the new normal.

To explore how you can fine-tune your talent strategies in this evolving landscape, connect with us at The Rogan Group. Let’s work together to build a future where both business growth and employee satisfaction go hand in hand.

Banks Cash Out: Why Insurance Brokerage Divisions are on the Selling Block

In recent years, a trend has emerged in the financial sector: banks are increasingly divesting their insurance brokerage divisions. One recent example is Truist selling their insurance division. This shift away from insurance comes as a surprise to some, considering the potential benefits of offering a wider range of financial products under one roof. However, several key factors are driving this trend:

1. Lucrative Payouts: The insurance brokerage market is experiencing a period of consolidation and rising valuations. This means that independent insurance brokerages are fetching higher prices in mergers and acquisitions (M&A) activity. Banks are seizing this opportunity to cash out on their insurance businesses at a premium, generating significant capital that can be used for other strategic initiatives.

2. Regulatory Challenges: The regulatory landscape surrounding insurance and banking is becoming increasingly complex. Banks are often burdened by additional regulatory compliance requirements for their insurance subsidiaries, which can be both costly and time-consuming. Selling the insurance arm allows banks to simplify their operations and focus on core banking activities.

3. Difficulty in Attracting Talent: The compensation structures at banks often don’t compete with those offered by dedicated insurance brokerages. This makes it challenging for banks to attract and retain top talent in the insurance field. Divesting the insurance division allows them to avoid these issues and focus their talent acquisition efforts on core banking roles.

4. Strategic Focus: Some banks are choosing to exit the insurance business altogether to simplify their strategic focus. This allows them to concentrate their resources on areas where they have a competitive advantage and can achieve higher growth rates.

5. Capital Crunch: Rising interest rates are putting pressure on bank balance sheets, making it more difficult to meet capital reserve requirements. Selling off non-core assets, like insurance brokerage divisions, can help banks free up capital to meet these requirements and maintain financial stability.

However, it’s important to note that not all banks are following suit. Some institutions see value in retaining their insurance operations, viewing them as a way to diversify revenue streams and offer a one-stop shop for their customers’ financial needs.

Ultimately, the decision to sell or retain an insurance brokerage division is a strategic one that depends on each bank’s individual circumstances and priorities. The current market dynamics are creating a strong incentive for some banks to exit the insurance space, while others choose to maintain or even expand their presence in this market segment.

FTC’s New Rule on Non-Competes: What It Means for Insurance Brokerage

In recent years, a trend has emerged in the financial sector: banks are increasingly divesting their insurance brokerage divisions. One recent example is Truist selling their insurance division. This shift away from insurance comes as a surprise to some, considering the potential benefits of offering a wider range of financial products under one roof. However, several key factors are driving this trend:

1. Lucrative Payouts: The insurance brokerage market is experiencing a period of consolidation and rising valuations. This means that independent insurance brokerages are fetching higher prices in mergers and acquisitions (M&A) activity. Banks are seizing this opportunity to cash out on their insurance businesses at a premium, generating significant capital that can be used for other strategic initiatives.

2. Regulatory Challenges: The regulatory landscape surrounding insurance and banking is becoming increasingly complex. Banks are often burdened by additional regulatory compliance requirements for their insurance subsidiaries, which can be both costly and time-consuming. Selling the insurance arm allows banks to simplify their operations and focus on core banking activities.

3. Difficulty in Attracting Talent: The compensation structures at banks often don’t compete with those offered by dedicated insurance brokerages. This makes it challenging for banks to attract and retain top talent in the insurance field. Divesting the insurance division allows them to avoid these issues and focus their talent acquisition efforts on core banking roles.

4. Strategic Focus: Some banks are choosing to exit the insurance business altogether to simplify their strategic focus. This allows them to concentrate their resources on areas where they have a competitive advantage and can achieve higher growth rates.

5. Capital Crunch: Rising interest rates are putting pressure on bank balance sheets, making it more difficult to meet capital reserve requirements. Selling off non-core assets, like insurance brokerage divisions, can help banks free up capital to meet these requirements and maintain financial stability.

However, it’s important to note that not all banks are following suit. Some institutions see value in retaining their insurance operations, viewing them as a way to diversify revenue streams and offer a one-stop shop for their customers’ financial needs.

Ultimately, the decision to sell or retain an insurance brokerage division is a strategic one that depends on each bank’s individual circumstances and priorities. The current market dynamics are creating a strong incentive for some banks to exit the insurance space, while others choose to maintain or even expand their presence in this market segment.

Navigating the Transition from Candidate to Employer-Centric Market​

During the COVID-19 pandemic, the labor market experienced a significant shift in favor of job seekers. High demand for talent, coupled with widespread adoption of remote work, empowered candidates to negotiate for higher salaries, flexible work arrangements, and enhanced benefits. This period, often referred to as a “candidate’s market,” saw employees exercising considerable leverage in employment negotiations.

However, recent developments indicate a rebalancing of this dynamic. Economic uncertainties and organizational restructuring have led to a more employer-driven market. As a result, the aggressive demands that candidates could previously make are becoming less tenable. Employers now have a larger pool of applicants to choose from, enabling them to set more defined terms of employment.

Implications for Employers

For employers, this shift means access to a broader selection of candidates, allowing for more deliberate hiring decisions. However, it also emphasizes the importance of refining recruitment strategies to attract quality talent. Employer branding, once a secondary concern, now takes center stage. Developing comprehensive talent acquisition strategies that highlight organizational culture, growth opportunities, and competitive compensation packages is essential.

Implications for Job Seekers

Job seekers may find increased competition for available positions, necessitating a focus on upskilling and adaptability. Emphasizing unique value propositions and aligning with organizational needs will be crucial in this evolving landscape. Investing in continuous learning and skill development to remain competitive is advisable. Tailoring applications to demonstrate alignment with company values and objectives can also enhance prospects.

Strategies for Success

To navigate this transition effectively:

For Employers: Develop comprehensive talent acquisition strategies that highlight organizational culture, growth opportunities, and competitive compensation packages. Fostering a seamless and intentional employee experience is also key.

For Job Seekers: Invest in continuous learning and skill development to remain competitive. Tailor applications to demonstrate alignment with company values and objectives. Being adaptable and focusing on mutual benefits can lead to more successful professional relationships. 

By understanding and adapting to these market shifts, both employers and employees can position themselves for success in the evolving job landscape.

Employer Branding in Recruiting: What It Is and Why It’s Important

Over 50% of recruitment leaders are investing in employer branding. What’s the appeal, and how can it benefit your business? Below we discuss employer branding and how it can make your hiring more effective and benefit your bottom line.

Whatever business you’re in, your brand is your reputation – not just to your customers or clients, investors, and other stakeholders, but to the people who make up your organization. Without them, there is no business. That’s why getting the right talent through the door to fill the right roles in your organization is so vital for your business success. After all, you don’t want to waste time and money on acquiring and onboarding the wrong people for your organization.

However, in a competitive job market where you need to be quick on the hire to secure the best people for your business, attracting the right talent is easier said than done. That’s where employer branding can help. In this blog post, we explore the importance of employer branding and how it can make a difference to the effectiveness of your hiring process.

What is employer branding?

Employer branding is the perception of your business amongst your prospective workforce and your current employees. Like your business brand, which defines your value proposition of your products or services within a particular market, your employer brand defines your value proposition as a place to work, develop a career, and grow as a person within the employment market. Your employer brand embodies the essence of your enterprise, representing your people, policies, and values. In the same way that a consumer brand is designed to create attract customers, create familiarity, earn trust, and build loyalty, your employer brand is more than just your approach to managing people and business, it runs much deeper. Employer branding helps define and communicate your organization’s unique cultural and ethical standpoint, as reflected by your employees and your business actions.

Whether you’re looking to hire a part-time cleaner, or an experienced CEO, it may seem counterintuitive to focus on your offering, rather than theirs. But those prospective hires not only need to know that their skills, experience, and talent are a good fit for the role and your business, but also what they’re getting in exchange by becoming an employee.

Why is employer branding important?

Your employer brand is important because it helps to communicate what kind of employment experience you offer prospective candidates, what kind of experience they can expect when they come to work for you, and why they should consider working for you in the long term. Effective employer branding communicates a positive message about working for your organization, encourages engagement, and creates a buzz around your company as a desirable place to work. Think of it as marketing for your role as an employer to existing and future employees. If that sounds like an additional layer of complication over what your HR department or recruitment team does, it’s worth remembering that you already have an employer brand. It’s up to you to shape perceptions and the way it works best for your hiring efforts.

A recent study by LinkedIn revealed that the number one obstacle for candidates looking for a job is not knowing what it’s like to work at the company. So guess what 75% of those candidates look for before they put in an application? Employer brands.

How can employer branding benefit your business?

The bottom line of effective employer branding is that it boosts your bottom line. So let’s dive a little deeper into that. First impressions count. So getting employer branding right brings the right candidates knocking on the door, and if you’ve been actively pursuing the right hire, it welcomes them inside. That’s important because candidates have a world of openings to choose from. To make your organization stand out in a competitive market, you need to make your offering more appealing to them. With over 50% of recruitment leaders investing in and deploying a proactive employer branding strategy, the competition for the best candidates is heating up. Standing by and doing nothing isn’t an option unless you want to get lost in the pack.

Employer Branding Stats

By more closely aligning your employer brand with prospective hires, it can significantly boost your recruitment efforts. LinkedIn’s study revealed that an effective employer brand results in:

• 28% reduction in turnover

• 50% more qualified candidates

• 50% reduction in your cost per hire

• 1-2 times faster hires.

There’s also a positive impact on engagement and retention. An effective employer brand makes it easier for recruiters to introduce your organization to prospects. And it’s only as good as the people that work for you. In fact, it’s the message that they put out about the organization that does the most employer branding work for you.

With the right organizational culture in place, you can begin to grow that positive messaging and become a trusted employer, someone that people enjoy working for, and one that they’re happy to champion to others. 

article source: PCRecruiter

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