Across global markets, insurers are responding to a complex mix of external pressures. These include economic volatility, shifting regulatory landscapes, and long-term societal trends such as urbanisation and ageing populations. In parallel, customers are demanding more from their insurance providers, expecting seamless digital experiences, personalised products, and faster claims resolution.
The sector is adapting through innovation. In personal lines, digitalisation, embedded insurance, and bundled offerings are becoming standard. Commercial lines are seeing growth in public-private partnerships and parametric solutions. Life insurance is focusing on flexibility and expanded distribution. Across all product areas, the integration of data, automation, and AI is enabling new levels of efficiency and customer engagement.
Insights from the ICMIF HR Forum survey
Findings from a survey conducted by EY to HR Forum members highlight the depth of transformation already underway. Over 80% of respondents reported experiencing moderate to significant changes in workforce roles, skills, and team sizes, and expect these changes to continue.
The functions seeing the most immediate impact include customer service, IT, and data/analytics, driven by rapid digitalisation and the deployment of new technologies. Underwriting and claims are also evolving, with automation reducing repetitive tasks and shifting focus toward more complex, value-adding activities.
Importantly, while AI is enabling efficiency, it also presents workforce design challenges. Entry-level roles are at risk of being phased out, raising concerns about long-term talent pipelines and the future of early-career development. Organisations must now consider how to build internal capability and maintain opportunities for progression in a world where traditional training ground roles may disappear.
Emerging roles and skills
The survey data also reflected growing demand for hybrid roles that combine deep insurance expertise with technological fluency and customer-centric thinking. In underwriting, professionals are expected to take on broader, portfolio-based responsibilities. Claims functions are polarising, dividing between high-touch customer experience and technical case resolution. Sales and service teams are being reshaped by omnichannel delivery models, requiring integration of digital platforms, CRM systems, and human interaction.
This reflects a broader trend identified across sectors: the rising importance of adaptability, data literacy, and cross-functional capability. According to World Economic Forum projections, by 2030 the most in-demand skills globally will be in AI, cybersecurity, data science, and digital literacy. Most insurers, particularly those still reliant on legacy systems and traditional structures, will need to invest significantly in reskilling and workforce agility.
Structural impacts and role evolution
Technology is not only changing the nature of work, it is also altering the size and shape of teams. Survey respondents largely expect stable or increasing work volumes in data, IT, and analytics. However, certain operational areas, such as underwriting support, finance, and claims processing, are expected to see reduced headcount as automation takes hold.
This is not simply about efficiency. It reflects a broader strategic shift toward prevention, personalisation, and predictive capabilities. For example, loss prevention is becoming a growing focus in both underwriting and claims, supported by sensor technology and data monitoring. In finance and risk, regulatory changes such as IFRS 17 are prompting a convergence between actuarial, finance, and data roles, creating demand for professionals with hybrid skill sets capable of managing complex data flows and compliance structures.
HR’s strategic role
As workforce expectations evolve, HR leaders are being called to play a more strategic role. The transformation ahead will not be led by technology alone, it requires deliberate organisational design, strategic workforce planning, and a focus on values-aligned talent development.
The survey found that organisational design and workforce planning are now key priorities for most HR teams. This includes anticipating future skills needs, mapping career pathways in a disrupted environment, and creating agile development strategies that can keep pace with change.
Mutual and cooperative insurers are widely recognised for their strong employee value propositions and purpose-led cultures. However, maintaining this advantage in a changing market means ensuring that these values are embedded in future-ready talent strategies. Agility, inclusion, and development must be more than just aspirations, they must be built into the fabric of workforce transformation.
A call to action
The insurance sector is standing at a critical inflection point. Every function, whether in operations, distribution, finance, or claims, is being reshaped by technology and evolving customer needs. There is no “business as usual.” But there is opportunity.
Insurers that embrace this change, by aligning workforce design with strategic goals, investing in skills, and placing people at the centre of transformation, will be best positioned to thrive in the years ahead. Those that do not risk falling behind in an industry that is moving faster than ever before.
