Brokers rethink skills training as talent pressures and growth ambitions collide

As talent pressures and growth ambitions converge like two fast-moving trains on the same track, brokers are reimagining how skills development supports attraction, retention and growth.

Brokers are now commonly discussing how to upskill and reskill their workforces.

Upskilling is the development of skills to enhance a person’s performance in their current role, as defined by online training organization Corporate Training Materials. Conversely, reskilling is when employees are trained to take on an entirely new role.

Skills training at brokerages is not merely an academic exercise, Paul Harper, president and chief operating officer of Mitch Insurance, tells Canadian Underwriter.

“For brokers, the upskilling and reskilling conversation can’t just be about formal training,” he says. “It’s about redesigning how work gets done while preserving our competitive advantage as advisors.

“At the brokerage level, the operating environment in which we work has become really important. Growth, client retention and employee experience are all connected. And so, our skills, technology and workflows must evolve together.”

The real challenge, Harper says, is to transform the operating model. That means integrating systems, digitizing workflows, and leveraging automation to reduce friction.

Upskilling brokers

To upskill, brokers must prioritize the development of three core skills: digital and data fluency; advisory judgement; and execution discipline.

“Automation is helping to reduce rote functions in brokerages, enabling us to focus more on advising clients. So, brokers must get comfortable working within integrated platforms and using AI,” Harper says.

But technology alone won’t be the differentiator. “We’re in the people business. Without thoughtful advice and human judgement and interaction, you become a commodity.”

To enhance their advisory capabilities, brokers should prioritize soft skills development in 2026, says Amanda May, president of McCam Insurance, a 113-year-old independent brokerage in Ontario.

“Brokers are advisors. That is our competitive advantage,” May says. “In a world driven by automated attendants and chatbots, we need to focus on soft skills.”

May believes upskilling and reskilling are “extremely important because they allow employees to grow within the brokerage.”

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Upskilling includes both soft skills and technical product expertise, she says.

“Evolving products such as cyber create opportunities for brokers to become the subject matter expert on the team,” May tells CU.

Also, May says, in Ontario, upcoming changes to auto injury benefits this July will require extensive retraining across the industry.

“After years of navigating the same product, there’s an opportunity to reimagine how we can be product experts to our clients,” May says. “At the same time, service brokers are being coached to apply sales techniques, such as overcoming objections, when explaining optional endorsements or additional coverage.”

New broker skills

Reskilling is about career mobility, May says, particularly in small- and mid-sized brokerages where traditional corporate ladders may not exist. “That can mean supporting administrative staff in obtaining broker licences or creating hybrid roles between personal and commercial lines.

Peer-to-peer knowledge sharing also plays a role, she adds. “Internal audits often reveal employees who have mastered a product or process, creating opportunities for informal coaching, mentorship and expertise development.”

Overcoming challenges

Talent shortages are ongoing as brokerages pursue growth. Therefore, brokers see upskilling and reskilling as essential strategies for retention and sustainable expansion.

But these can’t be one-time initiatives, May and Harper say.

One challenge brokers face is balancing ambition with dedication and accountability.

“Training comes with costs, like tuition, exam fees, and time away from desks,” May says. “Brokerages need to plan for that, and employees need to take ownership and commit to the process.”

The real challenge isn’t just training people, Harper says. It’s changing how brokers operate, all the while ensuring their skills, systems and leadership keep pace.

“Lasting change will come from clearer leadership direction, redesigned workflows, and measurable accountability,” he says.