The ability to attract and retain specialized professionals has become a strategic factor for advancing in the digital transformation.
The technological transformation has changed the talent needs of companies. Sectors such as insurance companies increasingly demand specialized profiles in data science, artificial intelligence, cloud computing, automation, and cybersecurity to drive new operating models and respond to customers with higher digital expectations.
The pressure on this sector of the labor market is global in scope and affects companies in multiple sectors. The ManpowerGroup’s 2026 Talent Shortage report shows that 78% of Spanish companies have difficulty filling positions, a figure that has increased compared to the previous year. Internationally, the problem maintains a structural dimension: 72% of companies worldwide recognize difficulties in finding the talent they need.
This context especially impacts STEM profiles, whose demand grows at the same pace as digitalization and AI advance. Companies seek professionals capable of combining technological specialization, business vision, and adaptability.
As explained by María Narváez, Mapfre’s Group Head of Talent, today, there is particularly strong demand for profiles linked to data science, artificial intelligence, cybersecurity, cloud computing, and technology architecture, although the need is also growing for specialists capable of transforming processes and delivering value across different business areas.
Why competition for STEM talent is growing in the insurance industry
For companies, the real challenge goes beyond filling vacancies; it is about creating environments where people can grow and transform the insurance industry. The speed at which technological capabilities evolve and growing international competition have made talent acquisition an increasingly complex process.
“We compete in a global environment where borders have disappeared and where these professionals have multiple options, often in companies whose positioning is purely technological,” says María Narváez. The rise of generative AI, automation, and cybersecurity has further intensified this pressure.
The ManpowerGroup report also places skills in artificial intelligence among the most difficult technical skills to find. The study identifies this change as a turning point for the labor market, where technological skills no longer function only as a differential element, but as an increasingly necessary condition to participate in the digital economy.
In addition to this competition between companies, there has also been a shift in the priorities of STEM professionals themselves. New generations place particular value on learning opportunities, flexibility, autonomy, and the possibility of participating in projects with real impact.
What STEM profiles look for beyond salary
The company’s ability to attract technological talent increasingly depends on its global value proposition. Salary continues to be important, but it is no longer enough to retain highly in-demand profiles.
“These profiles don’t just look for a job; they look for a project with impact, continuous learning, and meaning,” says María Narváez.
In this context, insurance companies can offer differential elements compared to companies whose core is exclusively technological. Among these, the opportunity to work on complex challenges with a direct impact on millions of customers across different international markets stands out.
Technology applied to real challenges
The diversity of practical applications has also become a significant attraction for this talent. The insurance sector applies advanced technologies in areas such as risk assessment, process automation, product personalization, and improving the customer experience. This also extends to the field of human resources itself, where considerable emphasis is being placed on adapting methodologies, using data analysis to develop tailored training programs, and implementing upskilling and reskilling initiatives.
In the case of Mapfre, this transformation is reflected in projects such as the Skills Transformation initiative, through which the needs for these profiles are identified globally in order to implement transformation plans in each country and business unit, and a strategy is defined to attract, develop, and retain them by adapting our value proposition accordingly.
According to María Narváez, STEM talent values working in organizations where technology has a tangible impact on people and where there are real growth opportunities.
How to retain STEM talent in the insurance industry
Attracting talent is only the first step; the true value lies in supporting it, evolving together, and offering experiences that make a difference. In this context, the loyalty of STEM talent has become another strategic priority for organizations. The high mobility of these professionals requires building environments capable of offering professional development and participation in relevant projects.
According to Mapfre’s Group Head of Talent, STEM profiles especially value three elements: development, autonomy, and purpose. This involves offering opportunities to participate in complex projects and facilitating internal mobility.
“Technical talent has a leading role in decision-making,” explains María Narváez, who also highlights the importance of leadership to support professional growth and adapt the experience to the needs of each person.
This trend is also reflected in studies such as the Cotec’s Technological Employment Map, which points to the sustained increase in demand for digital profiles and the growing strategic relevance of STEM skills across multiple economic sectors. For the insurance industry, the challenge no longer consists solely of incorporating technology. In an environment where innovation is advancing at great speed and competition for talent is global, the ability to attract and retain STEM talent will increasingly make the difference between organizations capable of accelerating their digital transformation and those that will face greater difficulties in adapting.
