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FORECAST 2026: Gen Z Strategies

Author

Tammy M. Appel
Contributing Editor
LIMRA and LOMA

January 2026

Attracting younger workers has often been a challenge for our industry. We asked executives what strategies their organization is using to attract, engage and train Gen Z professionals. The executives we heard from understand that many Gen Zs are seeking purpose-driven work that offers flexibility and digital-first experiences. They shared how their companies are tailoring their culture and career opportunities to meet these needs.

Purpose Driven

Almost every executive we spoke with emphasized the importance of offering purpose-driven work for Gen Z, sharing how their companies are actively fostering this within their organizations.

“This generation is looking for more than a job; they want purpose, flexibility and impact,” says Matt Berman, President & Chief Executive Officer, Foresters Financial. “That aligns well with who we are as a fraternal life insurer. Our purpose-driven model, where profits are deployed to support members and communities, resonates deeply with individuals who want their livelihood to matter.”

Allianz Life is taking a mission-driven approach, reinforcing values that resonate with younger professionals. “For Gen Z professionals looking for purpose-driven work, we focus on our mission of helping people secure their future,” says Jasmine Jirele, President & Chief Executive Officer at Allianz Life Insurance Company of North America. “We reinforce that mission in our young professionals by instilling our organizational values of integrity, caring, excellence and respect.”

New York Life is building purpose-driven, tech-enabled career opportunities that are designed to resonate with both top talent executives and the next generation. “We’re investing in a modern, high-performing culture that blends purpose, growth, and innovation,” says Aaron C. Ball, EVP, Head of the Foundational Business, New York Life. The company also is taking an integrated approach to employee growth that connects learning, feedback, and leadership development to business objectives — directly tying incentives with outcomes.

Flexibility and digital-first experiences also emerged as key priorities, and Aflac is responding with workplace changes.

“Aflac is reimagining its workplace to attract and retain younger professionals by emphasizing flexibility, purpose-driven work, and digital-first experiences and investing in reskilling initiatives to support artificial intelligence (AI) adoption and change management,” says Virgil R. Miller, President, Aflac Incorporated & Aflac U.S., Aflac, Inc.

To attract and engage Gen Z professionals, Ameritas Life uses social media to highlight its culture, career paths, and associate journeys, according to Robert M. (Bob) Jurgensmeier, Chief Executive Officer, Ameritas Life Insurance Corp. “Our mobile-friendly application and onboarding processes are streamlined for a tech-savvy experience,” he says. “We offer flexible work options, hybrid models, and diverse workspaces for collaboration. Our mission-driven values include paid volunteer time and community programs. Young associates benefit from an internal young professionals group, mentorship opportunities, and a well-being platform that covers physical, emotional, career, and financial health.”

Career Development

As a company with a strong Gen Z presence, Munich Re is attuned to what matters to this generation. “For Gen Z, purpose matters, and they want to work for a company and industry that is driving positive change,” says Marc Giguère, President & CEO, Munich Re Life US. So that early-career professionals can make meaningful contributions from day one, the company offers hybrid work models, cross-disciplinary collaboration, and opportunities for co-authoring research and client interactions. Robust academic partnerships and experiential learning programs, such as the Munich Re Cup, showcase its commitment to nurturing future industry leaders. Munich Re also provides tools and support initiatives that resonate with Gen Z’s values, including social impact, mental health inclusion, and digital fluency.

Other organizations are taking a similarly comprehensive approach to developing future talent.

RGA also is committed to attracting, developing and retaining top talent, according to Ron Herrmann, CFP, EVP, Head of Americas, Reinsurance Group of America (RGA). To do just that, the company offers a robust internship program at the high school and college levels; tech-forward onboarding and training; comprehensive well-being programs; work flexibility, hybrid scheduling, options to work in other countries and rotational job programs; and meaningful community involvement, gift and volunteer matching grants and paid time off for volunteering.

State Farm emphasizes career growth and adaptability, aligning with Gen Z’s desire for long-term development.

“At the heart of our culture is the principle of being good neighbors — helping people, investing in our communities, and making the world a better place — which resonates with Gen Z’s desire to contribute meaningfully,” says Sarah Mineau, SVP, Financial Services, State Farm. The company starts by offering competitive compensation and a comprehensive suite of benefits designed to provide flexibility and long-term well-being. “We want our people to see themselves with us as their careers grow and change. So having the ability to work in different roles and functions and chart a career path as an individual contributor or leader (or both!) is key to being an employer of choice for new and growing professionals,” says Mineau.  

Guardian prioritizes feedback and digital engagement to attract a younger generation.

“Our organization is evolving in ways that reflect Gen Z’s values and expectations,” says Kevin Molloy, Chief Financial Officer, Guardian.

The company embeds purpose-driven work into its culture by emphasizing its core mandate to inspire well-being. Guardian also has launched learning and development programs that encourage exploration and growth. “Internally, we foster a culture of continual feedback and peer recognition, knowing that Gen Z values transparency, mentorship, and meaningful progress,” says Molloy. “Ultimately, our strategy is meeting Gen Z where they are — digitally, emotionally, and professionally — while giving them the tools and purpose to shape what comes next.”

Community Engagement

Community engagement is a priority for many insurers, reflecting Gen Z’s interest in companies that make a tangible social impact. These efforts go beyond business goals, creating authentic connections that resonate with younger professionals.

“Our efforts in community engagement are another purpose-driven component of our culture that attracts Gen Z professionals,” says Jirele. In 2024, Allianz Life contributed $2.9M in charitable grants, reaching more than 143,000 people; and 55% of employees engaged in nonprofit volunteer activities, logging more than 10,000 engagement hours.

“As part of being fraternal, social and community engagement are core to our mission,” says Denise M. McCauley, President & Chief Executive Officer, WoodmenLife. Associates can engage in the community through WoodmenLife chapters as well as in home office-based volunteer opportunities with a number of organizations.

Flexibility Matters

Gen Z strongly prefers flexible work arrangements, favoring hybrid or remote setups over traditional office environments. Our FORECAST 2026 panel of executives discussed how their organizations are adapting to meet these expectations. They shared a range of strategies to deliver flexibility.

“Our two primary levers here are our remote-friendly work policy and our mission-centric corporate culture, which have led to strong employee engagement and retention,” says Chris Blunt, Chief Executive Officer, F&G.

Allianz Life has taken flexibility a step further by introducing unique benefits to attract and retain talent. “Our hybrid model allows employees to work from home two days a week. Additionally, we offer a unique work-from-anywhere benefit, giving employees the opportunity to work fully remotely for up to four weeks during the year,” Says Jirele.

“Particularly attractive to many Gen Z employees are our flexible hybrid workplace approach, companywide and flexible remote work weeks, paid time off, and matching donations for volunteering,” says Paul LaPiana, CFP, Head of Brand, Product & Affiliated Distribution, MassMutual.

“We currently utilize a hybrid work model (three days in the office, two days remote),” says Jerald J. (Jerry) Lyphout, President & Chief Executive Officer, Modern Woodmen of America. However, the company is considering transitioning to four days in the office plus one day remote to increase collaboration, efficiency and effectiveness. It employs 100% remote positions when it makes sense to obtain talent in scarce areas of expertise.

Campus Outreach

Companies also continue to partner with colleges and high schools to build brand awareness with emerging talent.

“At Protective, we are intentional about our external outreach and campus recruitment strategies, focusing on long-term engagement and building brand and industry awareness among emerging talent,” says Wade Harrison, Vice Chairman & Chief Operating Officer, Protective Life Corporation. The organization views college recruitment not just as a pipeline for roles but as a way to connect students with purpose-driven work, helping them see how their skills and passions can contribute to the financial security and well-being of others. Protective Life offers summer internships that provide college students with valuable industry exposure, in many cases leading to full-time roles with the company.

Protective Life also extends its outreach to high school students, partnering with organizations to offer co-ops and apprenticeships that spark early interest in the industry and provide meaningful exposure to career paths in insurance and financial services.

Ameritas also emphasizes campus affiliations to strengthen its talent strategy. “Our internship program and university partnerships create meaningful hands-on experiences and build a strong talent pipeline,” says Jurgensmeier. “Additionally, we maintain robust partnerships with local universities and colleges to attract emerging talent and build experiential learning opportunities that bridge education and career development.”

Aflac is taking a similar approach to build future talent. Miller says Aflac is also creating partnerships and engagements with university programs across the country to help influence talent development and create a talent pool. “We are investing in improving our strong internship program with particular focus on high-demand and nuanced skill sets like actuarial, IT, etc.,” says Miller.

Conclusion

From purpose-driven work and flexibility to campus partnerships and digital-first experiences, insurers are rethinking how they attract and retain talent. These efforts will shape the industry’s workforce — and its culture — for years to come.

 

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