Navigating the Future of Insurance: Addressing the Skills Gap

Featuring: Erin Gattoni, SVP HR and Operations at CNA Insurance

What if the future of insurance depended not just on disruptive technologies, but on the very skills shaping tomorrow’s workforce? As the industry hurtles forward, propelled by innovation, AI, climate risks, and shifting regulations, the challenge isn’t merely keeping pace, but reimagining how we bridge the widening gap between what insurers need and what their teams can deliver. Erin Gattoni, Senior Vice President of Human Resources and Operations at CNA Insurance, delves into how cultivating expertise and the right behavioural competencies is essential for building resilient, future-ready teams prepared to seize the opportunities ahead.

Q: What are the most pressing skill gaps facing the insurance workforce today?

The pace of change in our industry is truly astounding. Sometimes it feels like we’re all sprinting just to keep pace. Technology, new regulations, climate risks,  they’re reshaping what we do every day. In my view, the real game-changer is how we approach skills. AI literacy and data analysis are absolutely essential now, but it’s not just about knowing the tools; it’s about feeling comfortable and confident using them to solve problems and provide additional data to make decisions. I see a lot of talent who are amazing at what they do, but still hesitate when it comes to integrating AI or adapting legacy systems. That’s understandable, as it will take time to build confidence and proficiency, but building the skills is critical.

There’s another layer, too. It’s not just the technical know-how; it’s about adaptability, curiosity, and being able to thrive when things aren’t clear-cut. Strategic thinking, the ability to zoom out and see the big picture, and a comfort with ambiguity,  these qualities are every bit as important as technical skills. What we’re facing isn’t just a gap in skills; it’s a challenge in mindset.

Q: How do you balance the need for technical expertise with the growing demand for soft skills?

It’s essential to recognise and reward the integration of technical capabilities and interpersonal competencies; both require concurrent development. The Navy SEALs’ Trust vs. Performance Matrix illustrates this principle, highlighting the superiority of trust; character, integrity, and teamwork, over performance alone. This framework demonstrates that high-performing individuals lacking trust can undermine a team’s effectiveness, while those who are highly trusted, even if less technically proficient, contribute more to enduring success. At CNA, leadership and behavioural competencies are embedded within all performance objectives, serving as catalysts for cultural enhancement rather than mere formalities.

Q: How has hybrid work changed the way organizations approach skill development?

Hybrid work environments have prompted organisations to reconsider role design and learning methodologies. It’s not about where we work anymore, but about how we approach professional growth. At CNA, we implemented Learning Labs, where managers engage in scenario-based training within collaborative settings. This initiative encourages rapid learning, constructive failure, and ongoing feedback. Instructional strategies are tailored to suit remote, hybrid, or in-person formats, maximising effectiveness.

Q: What advice would you give to professionals concerned their skills may be becoming outdated?

Skill relevancy affects all professionals. Projections from the World Economic Forum indicate that by 2028, approximately 44% of workers’ abilities will undergo significant change. So, what can you do? Here are my three practical recommendations:

• Lean on Your Transferable Skills: Abilities like critical thinking, negotiation, and building strong client and colleague relationships will remain in high demand.
• Commit to Lifelong Learning: Make learning a regular habit, improve yourself incrementally each day. Over time, this disciplined approach will add up and can completely shift your perspective.
• Embrace Internal Mobility: Careers aren’t always a straight line upwards. Moving sideways or trying something new leads to valuable learning and growth. Don’t shy away from new or uncertain opportunities; they often spark the biggest leaps forward.

Q: What’s one strategy that’s had a meaningful impact in developing talent and fostering growth?

One simple practice that has changed the way we foster growth at CNA is our Friday Development Hour. Every other Friday, we set aside a focused hour - no meetings, no distractions - just for learning. During this time, we openly talk about what professional development means to us, share what we’re working on, and explore how to put new ideas into action right away. It’s a small initiative, but it’s had a remarkable effect on how we support each other’s growth and build resilience within our teams.
The insurance industry, like so many others, is in the midst of rapid transformation. I’ve seen firsthand that those who thrive are the ones who stay adaptable, who keep investing in their own development, and who embrace a culture of continuous learning.