AI Impact on Talent Strategy: Transformative Approaches for Workforce Planning

Dive deep into the strategies for embracing AI beyond the personal realm, leveraging its power for career growth, and business advancement. Learn how leaders can effectively guide their teams through this evolution, balancing innovation and rapid adoption with the crucial task of up-skilling talent. Gain valuable insights into how AI impacts talent strategy, workforce planning, and succession planning, and leave with actionable steps to initiate meaningful conversations about AI's role in your organization's success.


Transcription:

Margaret Resce Milkint (00:09):
Welcome. Good morning everyone. Thank you so much for being here with this power panel. So I'm going to invite you to take a moment, take a moment. We want you to think big. We want you to think bold as we talk together about breaking the bias and creating change. So power panel,

(00:39):
I am really excited to be here with all of you today and I want you all to answer this first question because we are thinking bold, because we are being brave and because we have to right now. So Bethany, I'm going to start with you. We're all very familiar with the challenges of attracting the next generation to the insurance industry. Is the use of AI and other technologies making it easier, harder, or just changing who insurance is recruiting? So Bethany kick us off.

Bethany Jansen (01:28):
I love that question. So I've been with my carrier for eight and a half years and I didn't grow up thinking I would be in insurance and now I get to come to things like this and speak to everyone about how insurance is so much fun. And I think with the use of generative AI and other technologies that is helping us attract and retain better talent, we're seeing a lot of people come in from the STEM areas. I'm on a team in which I have data engineering and data scientists, so we're looking for a lot of those individuals and they come to us from lots of different areas. They come from small startups, other large companies, and they really enjoy working for us. We operate in a little bit of a startup kind of functionality within our enterprise, which is a blessing for sure, and we're able to kind of keep them engaged for a good amount of time knowing that there is going to be a turnover. But we do see a lot of success in going out now and speaking at universities or other programs. I myself go out and speak to some of the kind of Miss Minnesota organizations and speak to them about empowerment coming into a career in insurance, what they can do and how it opens a lot of doors for them. So I'm really excited on where this new technology is going to help us leverage attracting and retaining better talent.

Gordon Hui (02:59):
So I work for HSB'S Applied Technology Solutions Business, which is basically the business that's trying to create AI data and IOT products and services. And so from where I sit it is changing. It's a little bit easier, but it's more importantly absolutely crucial for this industry. And in particular, when you think about all these technologies that we want to build into our products and services, it means more data scientists than ever before, more data engineers than ever before. More Ux, Ui, visual designers than ever before. More software frontend backend developers than ever before. And that's on top of all these other people who've been a part of the insurance industry having to upskill. And so even though it's a little easier now because insurance is a little bit more interesting and compelling because we are using these technologies, supply is not keeping up with demand, but the need to do so is ever more important.

Margaret Resce Milkint (04:06):
Peilin, what are you thinking? Easier, harder changing.

Peilin Corbanese (04:10):
It's definitely changing and it must change. And here are the reasons why. If you think about your organization, there are a group of people that has been with the organization for a very long time, long tenure, fantastic knowledge base, but don't want to change, don't want to adopt new technology nor the way things are functioning. And then there's another group of people, s sadly probably younger, has different mindset of change maker and want to adopt new technology and thinking about innovation and thinking about how to improve your profitability revenue in a different way. So when you have those two different groups, what's a proportion of these two groups of people in your organization? Is it larger for the traditional ones or is it larger for the younger people? Now when you are recruiting, who do you recruit? Think about it. Think about the fact that in insurance carrier, very often we want to find people who don't leave our organization until they retire by incentivizing them with compensation packages that requires many, many years of vesting. So how do we change? That is a question we're here today. And I would say that we got a lot of people here. So if each one of us can think about how we want to change our talent strategy, you are going to be working with a different group in the future, in the next 20 years, in the next five, and you are going to adopt the gen AI technology as fast as you. Alex,

Alex Tuff (05:48):
Thank you. I feel very fortunate to be on this panel today. I had the privilege of founding evert tree insurance two years ago. I did it with a woman, Ursula Burns, who was probably best well known for the first African American woman to run a Fortune 500 company. She ran Xerox, she's on the board of Uber, Amex, Exxon. She ran the STEM program in the Obama administration. And so what we set out to do, I came out and I raised $125 million on a business plan. So it was just me and Ursula and the first thing that we set out to do because we could do everything fresh. And I think it's almost like building your tech from scratch and how it looks very different. Our management team, we pulled from FinTech, from insurtech, from carriers, from brokers, and that diversity of skill sets along with 50% of the management team is female, 50% is male.

(06:58):
Third, we have minority that this is a reflection of what this next generation is. And it's a group of leaders that have formed a culture that prides itself on innovation and experimentation. And so I think at the core of what we've done, we're now 250 people, which is 23 months into the investment. By the end of the year we'll be at around 325. The average age of my management team is 38, the average producer age is 30. And when we look at say, who are we upskilling, it's our responsibility to make sure that we're upskilling everyone, we're upskilling all demographics, and it's not just within one group versus another. So we can lift everything. And what I would say is that it's our responsibility of everyone in this room who is in a position to influence, to make sure that we are very purposeful about who we're bringing around the table, that we are very inclusive because insurance really does have this amazing opportunity right now to create not only a whole new industry, but a whole new generation of entrepreneurs because we're going through change so fast. The number of entrepreneurs that are going to emerge from insurance in five years I think is enormous given the size of the industry.

Margaret Resce Milkint (08:34):
And that's how you do it, everybody. I think that deserves a round of applause. Thank you Alex. That is terrific. That is terrific. And I'm so glad you all talked about mindset, culture, belonging, purpose. This is the core, it is the foundation of this great industry and we got to be proud. We got to shine that light on it. So I'm going to go to you Peilin. As you are looking for talent, what are your priorities? What's your headspace as you're talking to talent? How are you engaging and welcoming fresh talent or even career changers to the industry?

Peilin Corbanese (09:24):
So for those of us that know enough about generative AI, prompt writing is really important and there's a whole set of knowledge. You need to have critical thinking, different ways. So English majors and philosophy majors are going to be very important going forward because we all need to learn how to write prompts for gen AI. So how do we do that and how do we attract these new talents? This is what we are here to do because we don't want to be seen as pale and stale. We want to be hip like Google AWS and drive these people to work for us. So what I'm doing is I try to create that mindset of innovation, of speaking with authenticity. So then you can think about who you want to be and the generation wants to contribute to the world. And what is better than working for an insurance industry where we protect people and their families and their properties. We're in a place, this is an inflection point, I think it's up to each one of us to decide where you want to be on your journey and how you want to make the change together.

Margaret Resce Milkint (10:41):
It's terrific. And that's your narrative, that's your voice. Knowing that, sharing that it's powerful. Insurance is good, insurance does good. Insurance attracts good, great people. Gordon, how do you do it?

Gordon Hui (11:03):
One of the big things I have tried to do more of is simply try to find people who are not from the industry. And so I do pride a lot in our business of having a balance of people who are diet and will insurance veterans been in this space for 15, 20 plus years. But frankly for every person that we hire in that capacity, I have people who've never spent a day in their life in insurance. And I think it's crucial. We want that fresh thinking, we want the parallel perspective. And so there was a time where we were very open a few years ago to be like, oh, well I'm an insurance person. I've never spent a day in technology, but I want to learn technology. And I think in 2024, it simply can't be that way. You have to not only say you want to do it, you have to try and prove to me that you've done it.

(11:57):
And I think that's going to be even more crucial going forward. And the other thing I'd say is obviously in the insurance industry we continue to face challenges with diversity of whatever type you want to believe. But what I do appreciate with the advances and our adoption of AI and our continued adoption of technology is that it is naturally going to draw more diversity. It's going to naturally draw people of different creates colors, colors, ethnicities, genders, you name it, but also just people who fundamentally want to believe that the industry can be different and different than the one that we've been in for the past decade. And that to me is really exciting.

Margaret Resce Milkint (12:42):
It is exciting. So audience, do you believe the insurance industry can be different? Do you believe? We got to believe, we got to believe. So Bethany, I'm going to shift it up just a little bit because we talked as a team about the power of ecosystems and using and leveraging the ecosystems. So that's the shift for you and Alex. So talk to me about the ecosystem and how you leverage and how you make that fresh.

Bethany Jansen (13:14):
So I think one of the ways that we kind of leverage that, and I've enjoyed what the rest of my panelists said as far as prompt engineering, machine learning, LLM, key skillset in my area, because we are AI focused solely being in data science and analytics lab, we already expect those skill sets from anyone that comes to work with us in our department. But as the rest of the enterprise, we still see that there's an opportunity for them to learn prompt engineering and then they can come work with us. But with the ecosystem, it's still critical actually to have people that understand the fundamentals of insurance and have that business acumen. Even being in this innovative lab space that I work in, a lot of my team comes in without that general knowledge of insurance and then it's my job to coach and educate them on what that is.

(14:17):
As they're building out those models, I think they then come to us, they work with us for a little bit and obviously there's still opportunity as Peilin said, in terms of compensation on how we actually retain our talent and incentivize them as opposed to them then taking what they've learned with us and going out to someone else even outside the industry. So I think we're still learning on how to leverage the staff and the employees that we have and their existing knowledge, bring in new people and continue to rotate them through. I like what Gordon said about, it used to be, okay, I have a great understanding of the business and I want to learn technology now it's flipped. I have a great understanding of technology and I want the opportunity to learn the business. And so that's kind of where we are at.

Margaret Resce Milkint (15:12):
Right, it's a great place. Gordon,

Gordon Hui (15:14):
I think your point around compensation is super interesting. If you're in a pure technology firm, you have this expectation that I'm going to work a few years here, it's either going to work out, we might go public or we'll have some kind of exit event and then I'm going to go into my next thing. And so almost like building a series of badges or tattoos depending on what you're oriented towards, that isn't our traditional insurance model. Our insurance model, at least for HSB, there are people you don't even make the chart if you haven't worked there 20 years. And there's people who've worked there 30 years. We have these town halls and there's people who've worked there 40 years, 50 years, they were high school interns at HSB. And I think in that model you can play the long game, but I think if we're going to continue to draw new talent, people who have an orientation or AI and be change makers, some of that has to shift somehow. Otherwise they'll either go to a startup or they either go to a big tech and neither of those models are the models that we live in.

Margaret Resce Milkint (16:22):
It's really true. It doesn't happen by accident. So Alex, you have a front row seat on this and I call it the talent grab. It is the great talent grab of 2024, the 2020s. Talk to us about how you are attracting, how you're building ecosystems and how you're breaking the bias and being intentional.

Alex Tuff (16:43):
So I would say very purposeful. So when we started out, and I remember Ursula gave me the challenge, we were hiring for a specific role and she was like, I want to see for that head of m and a, I want to make sure how many people you bring to the table that aren't white males. And I was like, so she was testing what my network was in some ways because she said, I bet all the people, let's just see what you can do in a week. And sure enough, I came there the first week and they were all white males and I'm saying, well, this role probably has to be filled by the way, I don't know if there's anything out there. And she said, you still need time, you haven't figured it out. And so then you're going in and you're breaking into new networks and within a month had a slate of women, minorities, men, and she was like, all I was asking for the slate, we are going to choose the best person for this role.

(17:47):
But you've done your homework by bringing a slate of people to the table. And I think that is also very true when you're picking vendors, typically you might go with your, let's just say my former or a friend from business school and they run a search firm. But you have to look at the slate of vendors to make sure that you are inclusive, that you are because this massive ecosystem, there is a lot of money, there is a lot of opportunity for everybody. But if you're not purposeful with vendors, if you're not purposeful with how you're filling the C-suite, and if you're not purposeful then of how you're filling in that next generation, I would rather have a valedictorian coming out of a community college than someone that kind of goofed off at Yale. I'm not looking for pedigree. I am looking for someone that wants to hustle for someone that wants to run that they want to become something. And it's my job to place that person in a role where they're going to succeed. And having built this so fast, we definitely made mistakes, but on average we've done a really good job. And I would say two things. Talent attracts talent and diversity attracts diversity. Absolutely. So if you get it right from the very beginning, it makes it way easier.

Margaret Resce Milkint (19:23):
Purpose, intention, that's how you make change. You're all change makers. We're change makers. This is strategy and execution at its best. And I'm going to just take a minute on execution because I think that Can

Peilin Corbanese (19:40):
I ask something before you go onto execution? So I am not on the carrier side anymore, so I'm on the management consulting side and you have all higher vendors. So the profile of your vendors are of a certain color. So there's a whole labor arbitrage and labor cost savings that's happening in our industry. Some carriers farm out thousands of people to firms like mine and why that's happening because of labor arbitrage costs, because of the expertise, because how fast these people can get you ramped up. But what does that mean if economics, I know you all do economics on that supply and demand, at some point this labor arbitrage is going to stop because the talent is going to equalize at some point that is going to cross, the demand and supply is going to cross at the middle. So what is going to happen with the situation is the fact that all these people have the certain skills that you need can help get carriers there. But at the same time we need to start thinking about on the carrier side, how are you going to leverage the talent that you have upskill them and put in all the diversity of thought in that. So then eventually the world will be at the same place regardless of where you are and the talent, you will have the right talent as well as the right skillset and the right mindset of change makers.

Margaret Resce Milkint (21:04):
I'm so glad you said that Peilin because there's two sides to this. Well there's actually many sides, but we're talking about pulling in fresh talent, but we also are upskilling and I think that those are really important to do in tandem. Absolutely in tandem. How are we shifting before we go to upscaling? How are you interviewing differently? How are you recruiting differently? How does it feel different? Are you being vulnerable? Are you having a bit of fun during those interviews? Gordon, I'm going to go to you.

Gordon Hui (21:41):
Yeah, I think I'm not intentionally trying to be different. Maybe what I'm hoping is I'm trying harder to bring in the right candidate slate. And in many ways the fact that compared to four years ago that we are talking more about these type of technologies, that the insurtech wave has been more mature and there's been more companies going through that have brought in people that have a better starting point for jumping into thinking about AI, thinking about not only how the technology can advance our industry, but also how we can convert it into real products and having a higher level of discussion. Maybe I'm using different types of ways of asking questions. So I'm truly trying to elicit what they understand as opposed to doing a traditional, if you're a consultant, a case I'm trying to better understand their backgrounds and appreciate and project where they're going.

Margaret Resce Milkint (22:51):
Have you done anything with case studies, doing scenarios or saying what if, let's role play, let's talk about that.

Gordon Hui (23:02):
I really like doing case studies as a part of an overall interview process to drill down into how they think. And for technology, it's true of whether they're truly technology oriented and even if they're more on the business side, because ultimately I don't think there's a right answer to a case. Typically I'm not looking for, oh, and the number is 1,567. I really am trying to think how are they applying their experiences to unknown situation and working it through because that's what we deal with, especially when you're doing things like AI that are more on the front or end of innovation.

Margaret Resce Milkint (23:43):
Good. Any other thoughts here before we move over to upskilling?

Alex Tuff (23:48):
I would just say it is very multifaceted. You can't take just one approach and it really depends where you're hiring and what you're hiring for. We are now leveraging VO and AI tool that is predictive from the very beginning and can actually, we are getting closer and closer to see how well that talent actually performs based on the predictions that we had at the beginning. So we do a lot of personality profiling to really make sure we also, we want to position them to succeed and we don't want to bring in someone that is set up to fail because they're very one way of thinking versus the role might require something different. So using that technology to have a more scientific approach and then kind of the culture piece. I normally in the c-suite, I spend at least three or four times just going out with them and getting to know them on a personal level because you are working long hours and it's got to be fun and you have to enjoy working with one another.

(25:01):
And at that level, what I would say, it was always a blank in our business. So pitch me, what should we do? Give me a presentation, let's do it in the boardroom, let's do it with my board. And watching that, it becomes so clear of who has that touch. You're like, how do we hire this person yesterday? So again, removing from pedigree, I don't really care where they came from most of the time, but if they have that kind of unique quality that where they want to run, they want to hustle, it's my job then to provide that person with the skills that they need in order to perform well at their job.

Margaret Resce Milkint (25:46):
It's refreshing. It's the mix of art and science. You need both. You need the predictive tools, the assessment tools, the planned case scenarios, and you need the personal time because I'm going to tell you, all people go to work with people they like in their trust. That's never going to change. Somebody doesn't like you, they don't think you're fun, they don't think they can learn from you. They don't think you're bold, they don't believe you, they don't believe in you. They're not coming. They're just not coming. So Bethany, wrap us up on this one and we'll move finally to upskilling.

Bethany Jansen (26:24):
Yeah, so I think for us it depends on the role that we're looking for within our team. So we do use case studies that is more so if I'm looking for filling out my product or program management teams and how they are thinking about things really just like that analytical mindset. And I appreciate the comments about moving away from pedigree, whether that is the school they went to or even their educational background. You don't need a computer science degree to be an engineer. Technically we are finding a lot of people are learning on their own. We've had people where we've provided an internship opportunity. We then allow them to learn some basic machine learning, engineering ops, things like that. And then we keep them and promote them into more of a full-time role. Other things we do are code challenges and that's mainly with our engineering teams and also some within our data science teams. And then we kind of give them a chance to go through it and we talk about what their thought process was because we just want to understand them and we want to make sure that they have a passion for learning and continuing to learn. And I think that's a great segue into our next question.

Margaret Resce Milkint (27:41):
Absolutely the curiosity mindset. And nobody is more curious than you Peilin. So tell me about upskilling. Tell us what we need to know, how we can make this real, how we can evangelize it and how we can make it change the industry.

Peilin Corbanese (28:00):
I have an idea. We need to upskill all HR people, put them on gen AI training courses because once they do that, they see how the world can be different. So if all our HR partners are on ChatGPT, open ai, different things that you can think about, can you imagine the kind of candidates they would start bringing in? So that's one. And the second one is we need to talk about how we talk to our CEOs about what kind of fun we need to have in the industry because that is a change of mindset and culture. I know some of us are fun and some of us are more fun than the other people, but if you have been watching your LinkedIn industry is really changing. We even got some TikTok dance moves all the time now, right? That's how we attract the new generation.

(28:59):
And then we are talking about upskilling. Oh my god, I was upskilling myself just based on the fact that there are so many gen AI tools that you can use in your job to build your personal brand. And in AI and ml, oh my goodness. And I have the quantitative background, this is actually my job. And as you'll feel overwhelmed, so how do you upskill? You need to create a fun environment. Start from the top with the CEO such as Alex leading, send that downwards and teach your HR folks on what the new world looks like.

Margaret Resce Milkint (29:37):
And that's how the magic happens. And you're looking here at a modern CEO. We talk, I've said fun a few times. What do I mean by fun? I mean being human, being humble, being kind, caring, empathy. It's real. It attracts and it lifts. That's what we're talking about. We're talking about attracting and lifting. That's what it's about. Alex, any thoughts?

Alex Tuff (30:03):
So I'll give maybe some specific thoughts. So as far as leadership, I do consider myself a servant leader. I am there not, and I always say when we first diagrammed out the org chart, we actually flipped it all upside down. So I was at the bottom and it went into the functions because ultimately I am there to support and give them the resources that they need to thrive. But when I think of very specific ways that we're upskilling, first of all, my daughter three weeks ago did a presentation on Alexander Hamilton and it was an eight page PowerPoint and she did the thing completely through gen ai. How old is she? She's 13. Her whole class. The sixth grade class was told they can't use chat GBT any longer because it had gone through all the classrooms. So when we're talking about how do we upskill these in elementary school are using some of these tools that we might still be shy to use.

(31:09):
And so it's really, I mean I think of it as like the democratization of technology. I know a brokerage firm that's spent over 250 million to build a tool to do sentiment analysis with clients so they can figure out when to cross sell. And this was, that's way too expensive. That's way too expensive because they failed many times to build it. But I swear, and I'm not making this up 12 months ago where it was several months into this role, the gen AI comes out and now I have that same tool that I can use almost for free. And so what we've done is we've planted gen ai, we're doing sentiment analysis, we're doing recordings of calls so we can coach and we can mentor on sales more quickly. We do business in eight languages. 30% of our firm is a first generation American and English isn't their first language.

(32:11):
So how can they then put together emails where they don't have to spend three times the amount of time because they're actually writing in their second language. And so when we think of these tools, it's so basic that as long as you give the tools to the functions and show them what's available, that innovation happens inside the firm and they tell me how they're using it. So we'll have a town hall and we'll have them from the different functions, show the rest of the organization how they're using these tools. And I think that that's the most powerful thing. You have software companies spending billions and billions of dollars on this and we get to use them for free.

Margaret Resce Milkint (32:57):
Absolutely. And that's the groundswell and it's the culture and it's organic and it's real. So we wanted to take a couple of questions from the audience. This is your moment to stand up. We've got some mics in the room. Do we have a question? I know Tony always has a question. Mr. Tony,

Audience Member Tony (33:17):
Thank you first of all, thank you. That was fantastic. Well, if you have myself, Margaret, Audrey or IRA calling you, then you're lucky. But most insurance job searches are horribly painful. My last one took 451 applications. I got rejected by the same carrier 41 times without an interview. Then I got the job on application 42 and this was back in 2015. Number one complaint I hear from candidates is that we're horribly difficult to get into, whether it's entry level or mid-level career. So my question basically is the A TS, the applicant tracking system is already a black hole that's before gen ai. How can we improve that so that job searches in our industry are less painful at all levels?

Margaret Resce Milkint (34:15):
That's a great question.

Bethany Jansen (34:19):
I'll go. I think one of the ways that we can get around that is allowing the business units and the hiring managers to go about their own preference on how they would like to seek out or manage those applicants. I love your comment about insurance being really hard to get into at some carriers. I applied to American family 15 times before I ever got in and it was a job that I had already had in a different public sector and I was actually in a position where I was managing those types of roles, yet I was rejected and I was just really insistent on getting into am fam. Now I'm seeing that it's a little easier, especially when we're being on the more of the tech side. They're not having to apply as many times before they get into us. But I'm also in a fortunate position where I can hire and manage that application process a little bit outside of our standard HR, which I love Peilin kind of going after and saying, Hey, we should bring this to our HR functions and talk to 'em about how we could be better at retracting, at attracting, retaining recruiting talent, even just incentivizing the current talent we have all by having them understand this tech that's available that is sometimes free, sometimes maybe $20 a month, depends on what you subscribe to.

(35:46):
So that's what I would've to say about that.

Peilin Corbanese (35:49):
So I'm going to add on to what you said since you had a session yesterday on network networking strategy, right? We are asking how can recruiting be easier and how can you find a job in insurance? It's up to us because you build your network inside insurance industry and outside the insurance industry, the wider your network is, the easier it will be for you to find the right person and ask. You do that in your career. You are building your personal brand, you are building the trust and a village for you to shepherd support, lift each other up. So bring those people into your world. They will be there for you, bring the people from the outside, but you cannot do that. You cannot be the leader until you start putting the work. And together we can make this industry so much better, so much stronger. It is my personal goal that in the next 10 years we're going to grab people from AWS and we know we have an a w person right here and grab people from GCP and just make them work for insurance industry.

Margaret Resce Milkint (36:54):
Absolutely. One more. Yes,

Audience Member Joe Dustin (36:59):
Joe Dustin from Nationwide really appreciate the conversation. So my question, I'd love to get perspective from anyone in the panel. Insurance is a very risk adverse industry. And so I've been very candidly been part of a lot of these conversations where we're like how do we bring in the fresh perspective and the new ideas? And often what I see happening across the industry is we say it, but then when it comes in, there's this trepidation between the old guard and the way we've always done it and these fresh ideas that are trying to find their way in. And often there's not a real blending of the two. And then you have those fresh ideas go off and spin off their own in insurtech, right? So now how do we move from having these fundamental conversations into real application of blending this fresh idea, these new perspective, all these new talent with the AR, ai and gen AI ideas with the old guard that this is just a complete anomaly to.

Alex Tuff (38:14):
So maybe I'll just say something quickly on that, I can hit it from a couple of different ways. But if you look at the insurance industry that what the industry does is it mitigates risk across whatever peril that is. And that's our job within the insurance industry to protect America so that there aren't taking those risks. And within that industry there are very risk averse jobs and risk averse ways to advance your career within that job. When I think of EverTrue here, we are building this brand new organization. It's changing. We are literally a new company every three months. And so the risk tolerance for people coming on board really early on was very high. Here we are trying to build the next generation independent personal lines agency and do you want to do it with me? And that was kind of what we were embracing.

(39:11):
So we took individuals that had very high tolerances for risk, knowing that who knows where this thing's going to go. But what I would say in that we as an industry have to accept the fact that there's career pathing. You should not have to wait five years for that next role. That's where we're able to get talent. They were ready for that role, but someone was blocking him. And so I think of this as shoots and ladders. There are so many ladders. We got to create those ladders for those high potential candidates to skip different parts, not wait in line. And back to the question back there of how do you get in? If I see someone that comes in and makes a pitch to us on how we can leverage or use technology to advance the organization, you don't think we're going to be blown away?

(40:05):
My ninth grade daughter, slightly older, she put her resume together for a job application through Gen ai and she had it done in 10 minutes or whatever it was, 10 minutes after she cleaned it all up. These are the people that are shaking it up. Our number one entrepreneur, like the guy that's really running the scenes, he didn't go to college, he doesn't have a college degree, but he's one of the best entrepreneurs that I've ever, ever worked with. So it goes back to scratch pedigree and open up those opportunities to the high potential talent and give them the stage to perform.

Peilin Corbanese (40:43):
You should expect a change of responsibilities or promotion within two years, not 10, not five, two years.

Margaret Resce Milkint (40:52):
And you can make it happen. You can make it happen. So we are going to do a lightning round. Lightning lightning, one word that you want to leave with this audience so they can be the change makers so they can make the difference. Bethany,

Bethany Jansen (41:09):
One word. I mean that's pretty tough. So I have a little bit of a sentence instead using some insurance terminology. With the increase of frequency and severity going up in terms of change, we know that that'll always be constant and it's going to continue to increase more the frequency of change, the severity of change. And so what we're looking for in terms of recruiting talent and using AI is finding those individuals that believe in change, they're curious about the change and they have the ability to enact on those changes.

Margaret Resce Milkint (41:46):
Great. Gordon,

Gordon Hui (41:51):
It's two words. Sorry, a hundred percent. Maybe 10 to a hundred percent. So the way I think about it is in any insurance company, probably 10% of your staff are engineers who program html, CSS, JavaScript, react, you name it. But in the next 12 to 18 months, a hundred percent of your staff are in essence going to be prompt engineers. And if you think about that impact, how important is it for you to upskill? How important is it for you to be acclimated to thinking about how these types of products can improve your bottom line, improve your customer experience, improve your claims experience, you name it. And so if that shift from 10 to a hundred percent isn't going to create the oh shit moment for this industry, what will Right? And I appreciate the gentleman from Nationwide's point about the challenge of the traditionalists and the people who think new and how hard it is to blend. I do think that AI is one of the few things where everybody's like, I got to figure this out and I'm willing to take fresh thinking. And to give you an example of that, we have interns every summer and they have a capstone project. And their capstone project this summer is literally each of these student teams are creating, in essence an AI playbook so that we can all better understand and obviously we'll blend the different playbooks together, but how to use AI right across the various functions in our organization.

Bethany Jansen (43:30):
That is great. Hey Peilin,

Peilin Corbanese (43:32):
I'm going to make it quick. Attract the new talent, attract and fire

Bethany Jansen (43:40):
Alex,

Alex Tuff (43:42):
Lead, change and fight for what you deserve. And if you're a leader, you deserve a leadership role. And what I would say is find that person that's going to perform on the stage that you belong on. And if the place that you're at doesn't provide the stage, go out and find it.

Bethany Jansen (44:08):
Love it. Believe and build. Believe and build. So I want you to help me thank this power panel and it has been terrific. Thank you. Thank you. Let's go. Let's grow.