The way organisations assess talent is changing again.

Over the last few years, video interviewing became a practical and widely accepted part of the hiring process. It offered speed, convenience and flexibility for both businesses and candidates. In many cases, it helped maintain momentum in a market that had to adapt quickly to new ways of working.

Now, however, we are seeing a noticeable shift.

Across the specialty insurance, London Market and Lloyd's landscape, more hiring managers are moving back towards in-person interviews, particularly for strategic, business-critical and transformation-led roles. This is not simply a return to tradition. It is a response to a market where trust, credibility and human interaction are becoming more valuable again.

At Pioneer Search, we are seeing growing demand from clients who want to meet candidates face to face before making key hiring decisions. In a market shaped by AI, automation and increasing competition for opportunity, in-person interviews are becoming a more important part of understanding not just what a candidate says, but how they think, communicate and build confidence in the room.

Why hiring managers are rethinking video interviews

Video interviews still have a clear role to play. They can be highly effective for early-stage screening, initial introductions and process efficiency.

However, many hiring leaders are becoming less confident in relying on them as the primary basis for decision-making.

One reason is the growing influence of AI during the interview process itself. Candidates now have access to tools that can generate polished responses, suggest questions to ask and provide real-time prompts during virtual conversations. While technology can support preparation, it also creates a new challenge for employers. Hiring managers are increasingly questioning whether the answers they hear in a video interview truly reflect the candidate's own thinking, judgement and communication style.

This matters most in roles where influence, leadership and strategic thinking are central to success.

For senior appointments and transformation-focused positions, employers are not simply hiring technical capability. They are hiring credibility, decision-making and the ability to engage stakeholders across the business. These qualities are much harder to assess through a screen, especially when there is growing concern that responses may be overly supported by external tools.

The rise of in-person assessment for strategic roles

In the current market, many of the most forward-thinking employers are adapting their hiring processes accordingly.

At Pioneer Search, we are supporting businesses that are building advanced AI capabilities internally, and their approach to hiring reflects the seriousness of that investment. In one recent example, interviews for an AI Centre of Enablement role included an initial in-person coffee meeting followed by a more formal on-site interview. Candidates were expected not only to discuss AI conceptually, but to demonstrate how they would lead, shape and embed AI capability within the business itself.

That process says a great deal about how expectations are changing.

It is no longer enough for candidates to speak confidently about innovation, transformation or AI implementation in broad terms. Employers want to see how an individual presents themselves in person, how they build rapport, how they structure ideas and how they would operate in a real business environment. They want to understand whether someone can translate technical concepts into commercially meaningful outcomes, influence senior stakeholders and lead change in a way that aligns with the organisation's culture and priorities.

Soft skills are under greater scrutiny than ever

This shift back towards in-person engagement reinforces a broader trend we are seeing across the market — that soft skills are becoming the competitive advantage in an AI-driven insurance talent market.

In an environment where AI can assist with technical execution, the differentiators are increasingly human.

For candidates, this means demonstrating more than knowledge or experience. It requires the ability to communicate ideas clearly, adapt thinking in the moment and engage with confidence and authenticity. It also means showing a genuine understanding of how technology, including AI, can be applied to solve real business problems rather than simply implemented for the sake of innovation.

For employers, it means looking beyond perfectly structured answers and focusing on how individuals think, interact and lead. In-person interviews create the space for this to happen. They allow hiring managers to assess not just capability, but presence.

Knowing AI versus using AI effectively

Another key distinction emerging in the market is the difference between understanding AI and knowing how to use it effectively within a business context.

Many candidates can now speak fluently about AI concepts, tools and trends. Fewer can demonstrate how those capabilities translate into tangible value for an organisation, particularly within the complexities of the London Market.

This is where in-person assessment becomes particularly valuable.

When candidates are asked to walk through real scenarios, present ideas or discuss how they would approach implementation, it becomes much clearer whether they can bridge the gap between theory and practice. It also highlights their ability to think commercially, collaborate with stakeholders and lead initiatives that deliver measurable outcomes.

Ultimately, organisations are not looking for individuals who can simply adopt AI. They are looking for those who can shape how it is used to enhance performance, improve decision-making and create competitive advantage.

What this means for candidates and businesses

For candidates currently in the job-hunting market, preparation must go beyond rehearsed answers and polished narratives.

It is increasingly important to be ready to engage in real conversations, demonstrate authentic thinking and show how your experience translates into practical impact. Confidence, clarity and the ability to connect with others will often carry as much weight as technical expertise.

Embracing in-person interviews as an opportunity rather than a hurdle can make a significant difference. These interactions provide the chance to build rapport, establish trust and leave a lasting impression that extends beyond what can be achieved through a screen.

For businesses, the shift back to in-person engagement presents an opportunity to strengthen hiring decisions.

While efficiency remains important, investing time in meaningful, face-to-face interactions can lead to better long-term outcomes. It enables organisations to assess cultural alignment, leadership potential and communication capability in a way that supports more confident decision-making.

Balancing technology-enabled processes with human-led assessment will be key to building teams that can thrive in an increasingly complex and AI-enabled environment.