Hiring and retaining talent is a continuous challenge for insurance agencies. During the Applied Net 2026 session, “Finders Keepers: How to Hire and Keep Great Talent,” industry leaders shared practical strategies for attracting candidates, improving onboarding and creating a workplace where employees want to stay. Alongside an agency owner, human resources manager and EPIC training and onboarding specialist, we shared our different perspectives on hiring, onboarding and retention through an interactive discussion with the audience.
Look Beyond Traditional Recruiting Channels
The panelists agreed that the best candidates often don’t come from a job posting. Look inside the agency first, with referral bonuses tied to at least two milestones hit by new hires. Another option that can generate referrals is allowing existing employees to choose additional paid time off when their referral is hired.
Beyond internal referrals, the panel recommended LinkedIn recruiting, professional recruiters, interns and apprentices. Local colleges and job fairs were identified as another strong recruitment resource. Agencies building relationships with schools that offer risk management and insurance courses can also generate strong referrals, especially if agencies offer to host classes about different career paths.
Hire for Potential, Not Just Experience
Panelists said that hiring has shifted toward skills over credentials, with more weight given to a candidate’s actual competencies and assessment scores. Depending on the position — including whether or not it is remote or hybrid — insurance experience can matter more than a college degree.
Several agencies also prioritize growing their own talent by promoting from within and developing the teammates they already have. Many agencies also hold an initial phone or video call before bringing candidates in for an in-person interview.
Turn Onboarding Into a Competitive Advantage
A structured onboarding process came up again and again during the session. One practice I especially like is giving each new hire a daily schedule with calendar invites, so they know what they should accomplish each day. Regular check-ins with both the manager and the trainer keep expectations clear and follow-up consistent. Training works best as a mix of live sessions, in person or by video, and educational videos, including those from Applied University. Shadowing experienced teammates and introductions to other department leaders can also provide necessary training and team building.
Flexibility Has Become a Competitive Advantage
Whether a position is remote, hybrid, or in-person depends on the size and type of agency. A smaller agency with customers who walk in regularly will likely need people in the office. But even if an agency can have a fully remote workforce, the agency still needs processes in place to monitor productivity and maintain team cohesion.
Leaders also need to meet teammates partway. Many people now see remote or hybrid work as important, and the “old way of thinking” of everyone in the office all the time doesn’t suit every candidate. One approach the panel suggested was to bring new hires on for in-person roles for their first 90 days before moving them to a hybrid or remote position, and only if they’re performing well.
Retention Starts Long Before Someone Leaves
Engagement takes deliberate effort, especially when a team is remote, hybrid or spread across several locations. To maintain engagement, agencies can build relationships through monthly events, including an office scavenger hunt, a food truck, chair massages or a team lunch. Those touches work best alongside personal connections and supportive leadership, and with real attention to work-life balance, flexibility, recognition and growth opportunities.
Agency leaders should also consider stay interviews, which are conversations with teammates who have been with the agency for a set period of time. The interviews can cover what’s going well, what could be better and what makes that person want to stay.
To ensure employees remain engaged and productive, leaders need to evaluate each employee’s experience, potential, attitude and willingness to learn and grow. If I had to rank them, attitude and willingness to learn come first. Insurance knowledge can be taught, but attitude rarely changes.
Creating a Culture That Retains Talent
Communication and culture matter. Building a strong team takes intentional effort, and investing in people pays off over the long term. The panelists agreed that leaders need to hire quality teammates and keep great talent through creative thinking, adaptation of hiring and training processes and a positive work culture.
Agencies with the strongest recruiting and retention results are intentionally investing in people, culture, communication and professional development.