The Best Insurance Companies to Work for in the USA | Top Insurance Employers

Details matter for the best insurance companies to work for in America. In the current era, employees have options to move and are empowered to voice dissatisfaction as they deal with a hard market, rising prices, and relentless sales quotas.

“It’s important to understand we’re still in a competitive labor market and you have to prioritize providing an excellent employee experience,” says Corey Pinkham, president of insurance recruitment specialist The Jacobson Group. “This should begin at an individual’s first interaction with your company and extend throughout their tenure.”

The importance of being a top employer is even more evident as shown by data from Liberty Mutual and Safeco Insurance:

• 51 percent of frontline staff at independent insurance agencies are feeling burned out and stressed
  
   

• 87 percent of agents say their workload increased in the last year
  
   

• Burned-out employees were more than two times more likely to seek a new role

Pinkham adds, “Taking a people-first approach that balances the needs of both employees and the organization is essential to be a top employer today. The companies that focus on building a sense of connection, while providing transparent and ongoing two-way communication, are positioned to cultivate an environment where individuals feel valued and engaged.”

Mike Skiados, CEO of the National Association of Professional Insurance Agents (PIA), stresses the need for insurance agencies to remain vigilant around the type of work culture they foster.

A global survey run by Culture Amp, with approximately 1.4 million respondents across 80 insurance organizations, indicated that accurate role descriptions, clear company vision, and a supportive company culture are key to the employee experience.

Industry data also shows that more employees are part of the American insurance sector than ever, meaning employers have an even greater responsibility to support and develop their teams.

To tackle the issue of burnout and high turnover, employers are expected to adopt technological tools, which significantly reduce the workload of frontline workers. Liberty Mutual and Safeco Insurance’s survey concluded that workers with adequate tech tools are less likely to feel the impact of burnout. 

One of the most important factors for Gen Z insurance employees is a flexible workplace that offers a healthy work-life balance, according to Skiados, who adds that emerging employees are also looking to feel supported with professional development opportunities. 

“I definitely think that work-life balance is important, and Gen Z cares very much about that. They want to put in an honest day’s work and have a life outside of the office,” he says. 

Annually, Insurance Business America surveys hundreds of insurance employees in the US to find out what they want in an employer. The infographic below shows a comparison of the data between 2021 and 2025 for the Top Employer winners.

Trends (2021–2025)

Consistently high importance

• Retirement plan, vacation leave, flexible work options, medical coverage, sick leave, dental coverage

These benefits consistently score above 4.4, indicating they are seen as very important. Retirement plans and vacation leave are the highest rated, with only slight fluctuations year to year.

Moderate importance

• Personal/carer’s leave, vision coverage, development/educational programs, disability benefits, life insurance, employee recognition programs, employee performance review, employee equity program

These benefits generally score between 4.0 and 4.3, showing steady importance but not as critical as the top tier.

Lower importance (but still valued)

• Company support for community/charitable organizations, long-term care, time off for volunteering, wellness programs, maternity/paternity leave, loyalty programs, green/sustainable programs, sabbaticals

These benefits score between 2.8 and 3.9, indicating a lower – but still notable – level of importance. Notably, “green” programs and sabbaticals are the lowest, but still above the midpoint.

General pattern

The second part of IBA’s annual survey involves employees revealing how satisfied they are. Below is a yearly analysis of their ratings on being an employee of the Top Employers.

1. Overall trends (2021–2025)

General observations

• High satisfaction: Most categories consistently score above 4.0, indicating a generally high level of satisfaction among insurance workers.
  
   

• Slight downward drift: Many satisfaction ratings peaked in 2021 or 2022 and have shown a slight decline or plateau since then.
  
   

• Stability in key areas: Some categories (e.g., job security, safe work environment, workplace culture) remain very stable and high, suggesting strong employer performance in these foundational areas.

2. Key conclusions

• Satisfaction remains high: Workers are generally satisfied with their employers, especially regarding safety, job security, culture, and flexibility.
  
   

• Slight downward trends: There are small but consistent declines in compensation, bonuses, loyalty leave, wellness programs, and family-friendly benefits. This could be due to: 

  ○ Economic pressures: Inflation, cost of living, and possibly slower wage growth have been observed.

  ○ Changing expectations: Employees may expect more from employers post-pandemic, especially around flexibility and holistic well-being.

  ○ Benefit adjustments: Some programs may have been scaled back or not kept pace with employee needs.
  
   

• Work-life balance and feeling valued: These areas have improved or remained strong, likely reflecting employer efforts to support remote/hybrid work and employee well-being.
  
   

• Professional development and advancement: Remain consistently high, suggesting employers are maintaining focus on growth opportunities.
  
   

3. Reasons behind trends

• Economic climate: Inflation and economic uncertainty can dampen satisfaction with pay and bonuses, even if nominal amounts haven’t changed.
  
   

• Pandemic aftereffects: The shift to remote/hybrid work has increased expectations for flexibility and work-life balance, which employers have largely met.
  
   

• Evolving workforce needs: Family-friendly and wellness benefits may need to adapt to new employee priorities.
  
   

• Recognition and social engagement: Virtual work may have made recognition and team-building more challenging, leading to slight declines in these areas.
  
   

Headquarters: Dallas, TX

Employees: 101–500

Key initiatives:

• Pairing new talent with experienced mentors and specialists early in the onboarding process 
  
   

• Offering a variety of career paths, including leadership and production roles, to employees 
  
   

• Clearly communicating career progression and ownership opportunities to all new hires 
  
   

• Regularly checking in with teams at least twice a year to discuss progress, stress levels, and staffing needs 
  
   

• Conducting industry benchmarking for compensation and titles to ensure competitiveness 
  
   

• Supporting employees in pursuing educational opportunities within the industry 
  
   

• Rotating members of the benefits team every couple of years to ensure fresh perspectives and robust benefits packages 
  
   

• Requiring new hires to make 10 phone calls to team members within six weeks as part of onboarding 
  
   

• Having flexible start and finish times 
  
   

• 401(k) with company match at 50 percent of employee contributions, up to 6 percent of compensation

Brown & Riding has been entirely employee-owned since its inception in 1980, with 58 of the team members making up the current shareholder group. 

“People feel very invested within the success of the company. Even if they’re not a shareholder, they know that they have the opportunity to get there and the pathway is clear for them to do so,” explains Cristi Carrington, chief distribution officer.

Every employee is considered for a bonus based on overall performance and becomes eligible after their first month. The work schedule is 7.5 hours across a five-day week.

Brown & Riding chooses not to place employees under unnecessary pressure and looks at success on a three-year basis, rather than quarterly or monthly.

“We ride the tide out with people and we’re very patient with the marketplace,” says Carrington. “The autonomy and the flexibility allow them to craft their book the way they want to, and work with people within or outside their practice groups.”

 

“We don’t micromanage, and we don’t want to be in a position to micromanage”

Cristi CarringtonBrown & Riding Insurance Services

The company also has a Culture Deck, presented to all employees, which describes the culture in detail to align everyone and encourage and support inclusion.

Carrington says, “The talent conversation is front and center for everyone in our industry right now. Retention isn’t just about compensation. It’s really about building a place where people want to stay because they’re learning, growing, and respected.”

Brown & Riding maintains a close eye on competitors’ salaries and, over the past three years, has assessed if the company needs to bring its salary levels up.

“We have conversations with employees, and as long as they are performing their job to a satisfactory level, we automatically increase their compensation to be in line with the market,” adds Carrington.

The firm also has a deliberate flat management style that allows employees to reach out to whoever they feel most comfortable with.

She explains, “We’re always here to help and want people to manage up versus us top-down managing, and people really appreciate that.”

Carrington emphasizes the flexibility of Brown & Riding’s workspaces, suggesting that a strong work-life balance gets the best out of employees. She says that while many companies have been implementing back-to-the-office orders, Brown & Riding maintains full trust in their employees, whether they are in the office two days a week or five. 

“We’ve always felt that flexibility is key with our employees; they can manage their own schedules. People are adults. Get your work done and we’ll be just fine,” she adds. “When it comes to employees, it’s paramount for them to have flexibility and autonomy in what they do.”

Headquarters: Novato, CA

Employees: 26–100

Key initiatives:

• New employees are given structured onboarding and experience in each program to ensure understanding of the department.
  
   

• Technology tools are used to track productivity while maintaining flexibility for employees.
  
   

• Monthly all-hands meetings are organized for employees.
  
   

• Managers conduct regular check-ins (weekly, bi-weekly, or monthly) with their teams.
  
   

• Quarterly 360-degree reviews are conducted to gauge employee satisfaction and address concerns below an 8 out of 10.
  
   

• Individual employee satisfaction scores are tracked over time to address any declines.

It stands to reason that being a female-owned company, with a woman of color as CEO, marks out Tangram as doing things differently. It approaches DEI through a constant lens, rather than viewing it as a policy.

Senior vice president Tracy Bernard explains, “Our overall mission statement is to revolutionize the face of insurance while remaining diverse and independent. We try to live it.”

Headed by influential CEO Rekha Skantharaja, Tangram’s ownership and workplace culture stands out. 

“In the last five years, we have almost tripled in top line revenue and we’ve gone from four core programs to 13 programs,” says Bernard. “We’re a very collaborative group. In any organization, diversity of perspective is important. I don’t know how you get that with a team of people where everybody looks the same and has the same lived experience.”

As the insurance industry continues to struggle with high retirement rates, Bernard says that shifting the perennial view of insurance as a “boring” field is essential. She says, “We’re demonstrating that it can be fun.”

 

“DEI is inherent in our business”

Tracy BernardTangram Insurance Services

To attract and retain employees, the firm has a “family culture” that engages with the lives of employees outside of the office, allowing them time to attend to family commitments and pressing issues.

She explains, “We like to understand what our employees’ lives are like outside of insurance and give them the space to live those lives.”

At the firm’s HQ in California, where 40 percent of the team is based, there is a hybrid system with two days in the office, emphasizing collaboration during that time. The rest of the team, based around the US, are fully remote.

“We want to make sure people are being productive, but not necessarily mandating they be tied to their desk from nine to five,” says Bernard.

To gauge employee satisfaction, Tangram conducts quarterly check-ins, asking employees to rate their current work contentment out of 10. A score below 8 prompts action to determine the most effective ways to improve satisfaction. The numerical approach is a careful strategy to understand the reasons.

Bernard explains, “Even if people are hesitant to write down what it is, a lot of times they will be honest about the number.”

Technology improves workflows and has been vital to ensuring employees are empowered to perform in their roles. Tangram has developed its Enterprise Workbench to streamline processes and give the team the ability to leverage a free flow of data. The system pulls all the information and summarizes it, and pushes whatever is needed into the rating software, which prices the account. The final version then returns to the Enterprise Workbench.

“When an underwriter opens it, they can immediately get down to the nitty-gritty,” explains Bernard.

Work is varied to ensure there are constant challenges for the team as Tangram works across a wide client base including contractors, energy sector firms, social services, and healthcare.

Mentoring and leading by example are also internal touchpoints. Tangram trains its people before entrusting them with authority and decision-making. Progress is made by what the firm refers to as “natural evolution”.

Headquarters: Springfield, MO

Employees: 26–100

Key initiatives:

• Creating high-performing teams (HPTs) foster collaboration across roles, break down silos, and empower individuals, resulting in better client outcomes and increased employee pride and camaraderie
  
   

• Involvement in local communities with employees serving on councils and boards, reinforcing their commitment to community development and differentiating them in hiring and company culture
  
   

• Continued development of core values and competencies for each role
  
   

• Alignment of annual performance goals and metrics with core competencies
  
   

• Individual development plans based on core competencies and company values
  
   

• Maintaining and improving onboarding, benefits, PTO, and flexible work programs in alignment with company values
  
   

• Holding regular HPT meetings to collaborate on client service
  
   

• Continuing benchmarking benefit plans and compensation against industry and state standards
  
   

• Conducting compensation studies for each role to ensure competitive pay
  
   

• Performing a tech stack analysis to identify redundancy and the effectiveness of current technology programs

Everyone at the firm benefits from collective success via the Employee Stock Ownership Plan. Eligibility is open following one year of continuous employment and 1,000 hours of service. Employees are also given the freedom to pre-arrange their work schedules based on their role and the needs of the organization.

CEO Richard Ollis explains, “When we talk to potential candidates about joining our company, we talk to them about becoming a partner, becoming an owner. We often use the phrase that we’re not looking for an employee; we’re looking for a business partner.”

The mindset is one of setting a standard for what a fully engaged team can accomplish. Being employee-owned is a key differentiator that shapes communication, inspires collaboration, and drives success.

Transparency and trust are at the core of business operations with regular reviews to discuss both short- and long-term goals, ensuring every team member understands the “why” behind objectives. Each year, top strategic priorities with clear plans for execution are established, and quarterly all-employee meetings provide a platform for openly sharing and discussing company-wide initiatives.

 

“We consistently remind our employee-owners that they are our greatest asset. By reinforcing that their voices matter and that they are the heart of our company, we continue to cultivate a workplace that is not just successful, but one of the best places to work”

Richard OllisOllis/Akers/Arney Insurance & Business Advisors

With regard to compensation, the company uses insurance industry benchmarks to remain competitive but also looks at statewide compensation trends to ensure they are meeting market demands on salary and benefits.

“We do a compensation study. For each role in our company, we know the range that’s paid in our region for a particular role. We’re never going to be the absolute highest-paying organization, but we certainly are going to be in the top third of pay,” Ollis says. “We really try to create this entire package that includes ownership, benefits, flexible work, a very generous PTO policy, along with a top quartile pay package.”

The firm partners with consultant DRYVE to provide group education around topics like Having Hard Conversations and Emerging Leaders, and also facilitates individual sessions with younger leaders to help take their skills to the next level. Ollis/Akers/Arney also sponsors Leadership University programs for any of the team, with 100 percent of these costs met by the company.

Some of the main challenges for insurance agencies revolves around the lack of cooperation, according to Ollis. To combat this issue, Ollis/Akers/Arney has developed “high-performing teams” to ensure each aspect of client satisfaction is addressed through frequent team meetings and close contact throughout the service process. 

The firm applies this cooperative nature to boost employee morale, as everyone is given clear direction on what they are adding to their team, while they can also see the visceral results of working together.

He explains, “One person can’t do it and, frankly, doesn’t have the skill set to do it. It really takes a team with different skill sets. It does empower that person to have self-worth when they know they’re an important part of the team. The authenticity, passion, and purpose of our team are what truly make us a top insurance employer.”