Two competing narratives dominate insurance industry headlines. First, AI will reduce the need for talent, potentially eliminating entry-level roles. Second, the industry is aging and lacks the talent needed for the future. This discussion touches on both concerns but focuses on a more optimistic reality grounded in personal experience. The insurance industry is rich with talent that can be further developed through continuing education.
From a workforce perspective, tenure in the insurance industry reflects strong retention. Research from the National African American Insurance Association and Marsh, Next Steps on the Journey, found that individuals who enter the industry tend to stay. This underscores the value of investing in and advancing the existing talent pool.
Like many others, my introduction to an insurance career began more than 20 years ago through undergraduate recruiting. As a graduate of Mount Holyoke, a small liberal arts college in South Hadley, Massachusetts, I entered the industry with strong critical-thinking skills but no background in risk management. Recruiting through this channel requires investment, yet business leader Zig Ziglar once noted, “The only thing worse than training your people and losing them is not training them and keeping them.” In light of the industry’s strong retention, the case for continuing education becomes even more compelling. It is widely recognized that continuing education enhances skill development, competitiveness, engagement, retention and productivity.
Continuing education has also been central to my own professional growth. Earning industry designations provided the technical foundation to understand how effective claims service and accurate indemnity drive key performance metrics. It also created opportunities to build connections within and beyond my organization. In an era of increasingly specialized and remote work, these connections are especially valuable.
Everyone needs help interpreting data and implementing action plans. The level of the organization you are speaking with determines how you customize and communicate your recommendations.
I attribute my involvement in insurance education to an opportunity that began at a Dallas Chartered Property Casualty Underwriter Society Chapter meeting. At the time, Chapter President Belinda Ervin invited members to volunteer with the National African American Insurance Association through the Invest program. Invest provides free insurance education to high school and community college students across the United States. That experience introduced me to curriculum development and deepened my engagement with the industry, while also challenging me to present insurance concepts in an engaging way to younger audiences.
More than a decade later, continuing education, along with support from my employer, Amica Insurance, enabled me to pursue multiple designations and a master’s degree. I have applied this learning to strengthen my teams and give back to the industry as a collegiate-level insurance instructor.
Aspiring leaders balance continuing education with the demands of their roles. They demonstrate the agility to embrace both AI and ongoing learning, recognizing that growth requires adaptability. These individuals represent the bench strength the industry needs. Continuing education, particularly through professional designations, provides deeper industry knowledge and a pathway to develop future talent. Many designations also include membership in professional organizations, which offer opportunities to build skills beyond one’s current role. Through activities such as planning or attending events, members
can develop project management, leadership, logistical and interpersonal capabilities. These organizations also create early entry points for new talent, which is critical given the industry’s strong retention once individuals join.
While AI and the talent gap remain central to industry conversations, greater emphasis should be placed on expanding access to insurance education. Leaders play a key role in this effort. This may involve promoting educational opportunities within their organizations and on social platforms, advocating for continuing education, volunteering with programs like Invest, or encouraging team members to participate in professional associations. I have benefited from leaders who created these opportunities and I strive to do the same for my teams.
