.jpg "Talent Review 2025: Evolving Priorities in Insurance")
Introduction
At the start of the year, we explored the changing face of talent in insurance; from growing demand for data and digital skills, to the importance of leadership development, and the continued shift toward skills-based hiring.
As we approach the final quarter of the year, many of those themes remain relevant, but some have gained urgency or evolved in scope. From regulatory change to digital capability gaps, we are seeing sharpened priorities and deeper pressure points emerge across the London and specialty insurance markets.
From recent client conversations and market observations, here is a look at the five talent trends that have been shaping the insurance market this year, and what insurers should be thinking about next.
1. From Inclusion to Accessibility: The European Accessibility Act Raises the Bar
The European Accessibility Act (EAA), which came into force in June, mandates that products and services including digital hiring platforms and workplace tools are accessible to people with disabilities. The EAA has catalysed wider conversations about inclusive design, neurodiversity, and how we make insurance careers more accessible for all talent groups. This has triggered a significant shift in how insurers, particularly those with cross-border operations or EU client bases, approach digital design and customer engagement.
For London Market and Specialty players, the implications are substantial. From conversations with our clients, many businesses are reassessing their end-to-end customer and employee journeys, embedding accessibility into their talent strategy, product development and various internal platforms. Whether it is digital claims portals, policy documentation, or online customer service interfaces, firms must ensure compliance and demonstrate accessible inclusivity.
This regulatory shift isn’t just about legal compliance; it is prompting a broader rethink of how inclusive digital and operational design supports both user experience and talent retention.
2. Employer Branding built on Trust
We spoke in January about employer branding as a talent magnet but nine months on, authenticity is the branding tool that is truly standing out for employers. It is no longer enough to market "inclusive values" - candidates want evidence.
In the London Market, we are experiencing greater scrutiny during interviews and onboarding, especially from Gen Z candidates. They are asking: How does this company support career progression? What does hybrid work actually look like here? Is wellbeing a lived experience or a corporate slogan?
From social purpose to flexibility, the workforce is looking for organisations that live their culture out loud. This is driving businesses to get clearer and more transparent about what they stand for. From employee resource groups to effective leadership training; talent strategies are becoming more values-led than ever before.
Our clients responding well are those bringing real employee stories to life. We have seen early careers campaigns pivot toward ‘a day in the life’ content, manager transparency, and open discussions about areas still in progress. This blend of honesty and clarity builds trust, and trust builds reputation.
3. Leadership Capability is Being Rebuilt
One of the biggest internal shifts we have observed in 2025 is the renewed investment in leadership development, particularly for mid-level managers. Front runners in the current market are those that realise that retention, engagement, and team performance often hinge on the behaviours of direct line managers, not on senior leadership.
There is increasing demand for managers who can coach, give meaningful feedback, support diverse teams, and lead with emotional intelligence. In short, insurers are rebalancing the equation. Digital transformation + human leadership = sustainable success.
There is a drive to better equip leaders to support hybrid teams, navigate change, and mentor talent. Here at Alchemy, we have responded by enhancing our current Leadership Development programmes, sharpening our focus on developing soft-skills frameworks and capabilities across the board to better service our customers. We expect to see many more structured programs, particularly focused on retention and career progression across the industry rolled out in the final quarter.
4. Digital Talent Gaps Remain a Sticking Point
Despite continued investment in digital transformation, many insurers are still struggling to find and retain the right talent in areas like AI, data, automation, and digital product management. In the London Market, the gap between tech ambition and talent readiness is still real, especially as legacy systems still dominate.
Upskilling initiatives are in play, but the speed of innovation at which AI and automation are disrupting processes is outpacing internal capabilities, forcing firms to reassess workforce planning models. Insurers are increasingly turning to specialist recruitment partners, contractor pools, and internal mobility frameworks to build critical mass in tech functions.
5. Skills-Based Hiring is Gaining Real Momentum
Skills-based hiring is now becoming a core approach in many parts of the industry - particularly in tech, claims operations, and underwriting. We are seeing more London Market roles advertised without formal degree requirements and a greater focus on practical capabilities.
This shift from qualification-based to capability-based hiring is helping broaden talent pools, while addressing diversity and early careers goals. It’s also reshaping how progression is structured internally, aligning learning pathways with role-critical competencies rather than the amount of time served or job titles held.
2025 so far has confirmed that talent remains one of the industry's biggest strategic levers. Insurers that are brave in their people decisions, whether in accessibility, digital growth, leadership investment, or employer branding, are setting themselves up to win.
The London Market has always thrived on adaptability.
The question now is: Will your strategy keep pace, or stand still?