Last week, Avencia, in partnership with Oliver James, explored how the insurance industry can develop a skills-based workforce at our seminar: “The Future of Talent.”
Over 90 minutes, leading voices from across the talent and insurance landscape — Annabel Pegg and Lisanne Den Admirant (LinkedIn), Sandra Lewin (Founder, 100 Women in Insurance Podcast), and Faye Kennedy (Director of Talent Acquisition, Markel) — shared data-driven insights, lived experience, and practical guidance on translating skills strategy into action.
The shifting landscape of skills
LinkedIn’s data underscored the accelerating pace of change in the world of work:
• 10% of today’s jobs did not exist 20 years ago
• By 2030, 70% of the skills required for current roles will be obsolete
• Hiring activity across Europe has returned to 2016 levels — a “year of shallow improvement”
As the market trends back toward being candidate-driven, organisations that clearly define, develop, and reward critical skills will gain a distinct competitive edge.
Redefining what “skills” mean
Skills extend beyond technical expertise. Attributes such as empathy, adaptability, and resilience are increasingly critical — qualities that keep the insurance industry both human-centred and future-ready.
Speakers reflected on the courage required to grow and transition throughout one’s career, and on the importance of organisational environments that enable that evolution.
A particularly resonant theme was the concept of a Venn diagram — where personal ambition, professional opportunity, and systemic support intersect, transformation truly occurs.
Inclusion, flexibility and opportunity
One powerful insight: when roles are advertised as hybrid or remote, applications from women increase fivefold. Flexibility is no longer a benefit — it has become a strategic lever for inclusion.
We also discussed ONS data revealing that UK mothers lose 65% of earnings potential within five years of their first child’s birth — a gap that spans finances, confidence, and skill recognition. Addressing this requires re-evaluating how we identify and value capabilities developed beyond traditional career paths.
Attributes such as empathy, adaptability, and multitasking are not merely personal traits — they are strategic assets.
From awareness to action
As Faye Kennedy highlighted, building a skills-first workforce demands alignment across leadership, HR, talent acquisition, and talent development. Yet the potential rewards — stronger engagement, retention, and performance — are significant
A skills-based approach enables organisations to recognise potential alongside experience, see people more clearly and equitably, and unlock hidden talent to build a future-ready workforce.
If you’re looking to strengthen your talent strategy through a skills-based approach, we’d welcome the conversation.
