As post-pandemic work patterns evolve, hybrid arrangements are facing renewed scrutiny from company leaders concerned about productivity. Major US firms such as JP Morgan and Walmart - along with some insurance companies - have implemented mandatory full-time office policies. In Australia, while some insurers and brokers are following suit, many have adopted a more flexible approach, with three days in the office and two days at home emerging as an informal industry standard. However, questions remain about whether insurance leaders will soon push for a full return to the office and what impact such a shift might have on talent retention and operational efficiency.
Within the insurance sector, the debate over hybrid work is far from settled. For many, the flexibility of working from home has become a key factor in job satisfaction and productivity.
“In our business, I think two days from home seems to be working really well for us at this stage,” said Schalk Van Der Merwe (pictured, left), CEO of Ominsure. “We have no plans to change that or amend it.”
He acknowledged, however, that this flexibility comes with a need for increased oversight. For example, he constantly monitors productivity which adds to workloads.
Genevieve Mathews (pictured centre), client director with WTW Finex, said her firm has a policy of three days at the office. She said hybrid work has practical benefits - especially in an era of open-plan offices.
“I actually appreciate my days when I work from home,” said Mathews. “Those two days I tend to set aside for my phone calls, my renewal report writing, like the stuff that I need quiet time.”
She points out that the hybrid model allows employees to tailor their environment to the task at hand, boosting efficiency for focused work. Matthews also warned of the risks associated with rigid office mandates.
“You're not going to retain talent,” she said. “Some of the insurers and brokers that are mandating five days in the office – I think they’ll struggle getting the talent.” Her comments reflect a wider cultural trend that accepts hybrid work arrangements and expects them to be part of job offers. Insurance companies insisting on full-time office attendance will likely find themselves at a disadvantage in the competition for skilled staff.
Many family focused brokerages are happily settling into a three days at work, two days at home pattern.“We've set it into a 3-2 pattern pretty easily and I enjoy it,” said Nick Beswick (pictured, right), head of professional indemnity in Australia and New Zealand for Newline Australia Insurance. “I wouldn't go back to five days a week.”
However, Beswick also identified challenges unique to remote work, particularly when it comes to collaboration.
“The problem that I do have with working from home is that sometimes people see working from home almost like house arrest, like they can't leave the building,” said Beswick.
He said some insurance professionals seem to think they can’t have face to face meetings with colleagues when they work from home. “Get out of your pyjamas and go and see them!” said Beswick.
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He said it can also be difficult gathering teams for discussions because everyone can be in different locations. This reduces opportunities for spontaneous collaboration that are important for career development and camaraderie.
Client meetings can present another challenge in this era of working from home.
“Insurers want to dial in because they work from home that day – are you kidding me?” Matthews said. “But you do have to be flexible.” However, she said flexibility should not come at the expense of client service or team cohesion. Her company addresses this by designating a core team day in the office, with additional days chosen as needed, but always prioritising business requirements.
“If there is a meeting that is scheduled on a Wednesday, you come in, even if you usually work from home on that day,” said Matthews. “You've got to do the right thing and do your job.”
