Modern Insurance Magazine Issue 61

FEATURES
Addressing the Skills Gap
through Social Mobility
The lack of fresh talent, coupled with the fact that people are now more prepared to leave
their jobs than ever before, is often regarded as two sides of the same coin. But with a bit of
imagination, one could actually help to alleviate the other.
The increased digitalisation and
automation of the sector has changed
the required skillsets for many roles,
opening them up to people from varied
backgrounds. While there will always
be a need for traditional skills, modern
employers stress that attitude is the first
thing they seek. The rest can be taught.
So, although recruitment and retention
has never been more challenging,
employers can (and should!) be casting
their net much wider in the search for
suitable candidates.
Examples
The automotive industry sets a great
example for others to follow, with both
the Institute of the Motor Industry (IMI)
and the Society of Motor Manufacturers
and Trader (SMMT) creating new
strategies to appeal to a wider
demographic.
The IMI’s ‘Perceptions’ campaign
has recently been launched to
raise awareness of the 218 different
occupations in the industry, aimed at
people at the start of their careers or
seeking a change of direction. Meanwhile,
the SMMT has long recognised the
transferable skills within ex-forces
personnel and, having already signed the
Armed Forces Covenant, it has recently
become the first sector-specific body
to be awarded Gold status under the
Defence Employer Recognition Scheme.
Of course, it is more difficult for
individual companies to reach a wider
audience, but if you’re looking for the
right person and not just the right skills,
businesses have been urged to sell the
one thing that is unique to them – their
culture.
Speaking during a State of the Nation
address at the inaugural ILC New
Generation in Claims 2023 event, which
took place in Manchester in April,
James Lambert, Global Director of
Talent Acquisition, Capita, and owner of
Engage to Succeed, said, “Our recruiting
methodology is largely the same as
it was 20 years ago, but we need to
humanise the process. When advertising,
we often make the mistake of starting
with the company name, but it’s unlikely
your brand name will attract anyone.
Candidate marketing is about leading
from a human perspective, promoting
your people, your culture and working
environment”.
“If you’re looking for the right people
with the right behaviours, don’t be
corporate. You need to humanise
everything and put individualisation over
organisation.”
Diversity
Of course, the greatest way to develop
a new and diverse workforce is from the
ground up.
According to government figures, there
are nearly 3.5 million secondary school
pupils in the UK today. Many will go on
to attend university, but that option
might not be there for those from
disadvantaged backgrounds.
For them, apprenticeships may represent
the most realistic path into a rewarding
career, and it is up to the industry to
ensure that they are aware of their
options.
Also speaking at ILC’s Next Generation
event, Pete Milsom, Partnerships
Manager – Apprenticeships, at UCAS,
said, “There is a lot of work to do to
make apprenticeships a credible option
for people; awareness is low, and there
are many negative misconceptions
associated with apprenticeships.
Compared to those entering university,
the apprenticeship journey isn’t well
supported, and there is no single source
of truth for anyone trying to find out
about it”.
“But it can be a win-win. Having
apprentices as part of the workforce
allows employers to shape how their
team is trained, so the skills relevant to
their organisation are developed and
a pipeline of talent is created for the
future.”
Social Mobility
Supporting apprenticeships and actively
recruiting from a wider demographic can
not only address the lack of skills in the
industry, but can also go a long way to
promoting Social Mobility.
A person’s background still has a
huge impact on their development
opportunities. By 16, children receiving
free school meals achieve 1.7 grades
lower at GCSE – and the insurance and
finance industry is better placed than
many to engineer positive change.
School and university-blind recruitment,
plus a focus on ambition over academic
achievements, are some of the measures
being taken by global firm Deloitte,
which demonstrates that there are no
downsides to seeking the best talent, no
matter where it comes from.
“[Deloitte] know that having a
diverse workforce improves employee
experience, brings better results for our
clients, and makes a more meaningful
impact on society.”
MODERN INSURANCE | 45