Briefing: The top 10 learnings about UKGI’s talent crisis

On 15 January 2026, I attended the inaugural Destination Insurance conference, organised by Insurance Times as part of its overarching talent-centric Destination Insurance campaign that launched in autumn 2025.

The one-day event brought together leaders from across the UK general insurance (UKGI) market to tackle one pressing topic – what does the future insurance workforce need to look like and how do we get there?

Held at The Minster Building in London, the conference was a forum for addressing our sector’s talent challenges – discussing everything from skills gaps and apprenticeships to leadership, diversity and the industry’s reputation.

Across keynote panel discussions, workshops and networking conversations, one thing became clear – UKGI has reached a turning point. Recruitment alone will not solve the industry’s talent challenges. Culture, leadership and long-term workforce planning will determine whether the sector thrives.

From my perspective as a broker and through my work with the Insurance Cultural Awareness Network (Ican), there were 10 key lessons from the conference that really stood out. Here is my roundup.

1. UKGI’s talent challenge is really a culture challenge

Many firms still treat recruitment as a numbers problem. But several speakers in January emphasised that people stay where at organisations where the culture works.

The firms that succeed over the next decade will not simply be the ones with the biggest hiring pipelines. They will be the ones building workplaces where people feel supported, valued and able to progress.

2. Leadership cannot outsource people strategy

A theme highlighted by the opening panel – featuring representatives from Aon, the London Market Group and Brown and Brown – was that talent strategies cannot sit solely with human resources (HR) departments.

Leadership teams must take responsibility for how their organisations attract, develop and retain people.

Future leaders will need a broader skill set too. Alongside commercial awareness, speakers highlighted the importance of communication, empathy, curiosity and data literacy.

3. The industry still struggles to explain itself

One of the recurring frustrations raised throughout the day was the way the insurance sector communicates – especially to those outside the UKGI bubble.

Too often we rely on jargon, acronyms and internal language that makes sense inside the market – but alienates people outside it.

If we want young people, career changers and diverse talent to see insurance as a career option, we need to do a better job of explaining the purpose behind what we do, which is helping individuals, businesses and communities recover when things go wrong.

4. Skills training is easier than adapting mindsets

Several speakers reinforced a simple but powerful point that technical skills can be taught, but mindset is harder to develop. Curiosity, resilience and a willingness to learn were repeatedly mentioned as qualities UKGI should prioritise when hiring.

For a sector that wants to widen access to new talent pools, this shift in thinking could be critical.

5. Inclusion works best as an everyday practice

There was also a strong discussion around moving beyond diversity initiatives to instead embed inclusion into day-to-day behaviours – a panel that I participated in alongside Carpenters Group and HDI Global.

The message from the conversation was clear – inclusion cannot sit as a standalone project. It has to influence how organisations recruit, develop staff and make decisions.

6. Employee networks need support

Employee resource groups (ERGs) are increasingly recognised as powerful drivers of belonging, visibility and cultural change.

However, the reality across many organisations is that this type of work is still done largely through voluntary efforts alongside people’s day jobs.

Without proper structure, sponsorship and recognition, there is a real risk of burnout among those leading these networks.

7. Apprenticeships are a strong access route

Apprenticeships were another strong theme throughout the conference.

Well designed programmes can create access for talented individuals who might never have considered insurance as a career.

For an industry concerned about both diversity and skills shortages, apprenticeships remain one of the most practical ways to broaden entry routes – however, UKGI still does not have enough roles available for younger people.

8. UKGI must promote development opportunities better

One of the more honest reflections during the conference was that UKGI often fails to advertise the career progression available within the industry.

Many people outside the sector still assume that insurance roles are narrow or transactional, when in reality the market offers a huge range of specialisms, international careers and leadership pathways.

If the industry wants to compete for talent, it needs to tell that story much more effectively.

9. Data matters – but trust matters more

Workforce data is increasingly used to track diversity, progression and inclusion. And while such data can reveal important trends, several speakers warned that numbers alone do not create change.

Employees need confidence that the information being collected will be used responsibly and that it will lead to meaningful action.

10. Collaboration will decide whether the industry succeeds

Perhaps the most important lesson from the Destination Insurance conference was that no single firm can solve the talent challenge alone.

Insurers, brokers, MGAs, professional bodies and industry networks all need to work together if the sector wants to build an overall stronger talent pipeline.

The launch of Insurance Times’ Destination Insurance Charter reflects this ambition – bringing organisations together to address workforce challenges collectively, as a marker for where the industry goes next.

Action over lip service

For me, Destination Insurance did not feel like a one-off conference. It felt more like a marker for where the industry conversation is heading.

Issues like inclusion, skills, leadership and social mobility are no longer side topics. They are now central to the future of insurance.

If UKGI can take the ideas shared at the conference seriously, it has an opportunity not just to solve its talent challenges, but to build a workforce that is more diverse, skilled and ready for the future.

At Ican, our role is to keep amplifying diverse voices, support multicultural talent and help turn good intentions into meaningful, measurable progress. The real test now is whether UKGI will act on what it has learned.