Navigating Insurance’s New Talent

Regulation isn’t the biggest challenge for insurers today. The real gap lies in capabilities. Independent professionals, including freelancers, contractors, and specialists, are reshaping the map of insurance work. From claims desks in regional offices to remote underwriting support across states, these professionals fill the spaces where companies need the most flexibility. Their presence allows insurers to respond quickly to market shifts, access specialized expertise, and manage staffing costs with greater control.

Recent research from the Jacobson Group and Aon underscores this shift. More than half of insurance companies plan to expand staff in claims and operations roles, pointing to a growing reliance on contingent and independent talent. For an industry historically structured around long-term employment models, this change signals a fundamental rethinking of how work is organized and where expertise lives.

Relying on external expertise does carry high-stakes risk. Insurers must maintain visibility into how these professionals access sensitive client data, enforce strict compliance with licensing and privacy requirements, and preserve a consistent customer experience. According to HRO Today, structured oversight is now one of the most critical factors in managing contingent talent effectively. Without it, even small lapses can expose organizations to regulatory fines, litigation, and reputational damage. Picture a claims team responding to a surge after a natural disaster: contractors working across regions and time zones, all expected to follow the same standards. Some insurers report up to 20 percent faster claims processing during peak periods when supported by contingent teams, showing the potential of distributed work done well.

Engaging independent professionals requires a deliberate strategy. Companies that integrate freelancers and contractors effectively can connect talent hubs wherever they are needed, gaining agility and specialized knowledge without disrupting core operations. Platforms that streamline collaboration, clarify policies, and provide structured support help these professionals contribute efficiently. This approach delivers measurable business outcomes such as faster claims handling and cost savings during peak periods, turning distributed teams into high-impact operational nodes.

Independent professionals are redefining what it means to be part of a team. Organizations that treat them as strategic partners, supported by clear processes and technology, position themselves to operate nimbly and meet client needs with precision. Leveraging independent talent is no longer optional. The question is how strategically it can be integrated to strengthen operations, accelerate results, and deliver a better client experience.

Sources

Jacobson Group & Aon. (2025) Q1 Insurance Labor Market Study. https://www.jacobsononline.com/wp-content/uploads/2025/02/Final-Industry_Labor_Mkt_Study_Summary_Q1_2025.pdf

HRO Today. (2023) Optimizing Contingent Labor: Key Struggles and Opportunities. https://www.hrotoday.com/wp-content/uploads/2023/11/Magnit-Flash-Report_V3.pdf