Is the talent challenge in loss adjusting perception or reality?

Concerns about the talent pipeline in loss adjusting are nothing new. 

Over recent months, however, the volume of discussion has noticeably increased, at least anecdotally. 

Insurers and brokers question whether there is sufficient capacity to respond to the growing volume and complexity of claims. 

Some loss adjusting firms acknowledge this pressure; others suggest the issue is overstated. As ever, the truth lies somewhere in the middle.

There are genuine structural pressures impacting firms, and these no doubt have an impact on succession planning. Pressure on fees remains a feature in many parts of the market. Insurers continue to bring certain claims functions in-house. 

Technology and automation are reshaping how lower-value claims are handled. At the same time, customer expectations are rising. 

Even in smaller losses, the adjuster’s role increasingly involves facilitation, communication and stakeholder management. That multidimensional reality requires a clear, structured pathway from entry-level roles to chartered status and beyond.

Claims are more visible, more scrutinised and more reputationally sensitive than ever before. Extreme weather events are increasingly frequent, bringing surge scenarios that test operational resilience.

In that context, it is reasonable to ask whether the profession has sufficient depth and succession planning in place. 

Anecdotally, many firms report a cluster of senior retirements in recent years. Meanwhile, activity levels in certain segments – particularly property and flood-related personal lines claims – has increased. 

It is easy to see why stakeholders might express concern. Yet demographic ‘time bombs’ are hardly a modern phenomenon. 

Forty years ago, similar warnings were voiced about the loss of institutional knowledge. 

The profession has adapted before, and it is adapting again. Firms are investing more deliberately in graduate intakes, structured mentoring and tiered succession plans.

The more relevant discussion is where effort should now be concentrated.

Role complexity

Loss adjusting today is a profession of professions. Major and complex claims demand coordination between engineers, forensic accountants, lawyers, surveyors and technical specialists. 

Even in smaller losses, the adjuster’s role increasingly involves facilitation, communication and stakeholder management. That multidimensional reality requires a clear, structured pathway from entry-level roles to chartered status and beyond.

Professional qualification sits at the centre of that pathway. 

It provides more than technical validation; it establishes a framework for progression, standards of conduct and continuing professional development. 

In a market under regulatory scrutiny, competence and professionalism are not optional extras. They are prerequisites.

Through its manifesto and recent Charter reforms, Cila has placed greater emphasis on strengthening this framework. 

Revised qualification pathways, modernised governance and the introduction of corporate membership are intended to reinforce standards at both individual and organisational levels. 

The objective is simple: to make professional development visible, structured and aligned with how careers in claims are evolving.

Of course, attracting new entrants requires more than qualifications alone. Younger professionals expect purposeful work, flexible practices and a clear sense of progression.

Societal value 

The industry must articulate the societal value of loss adjusting – from supporting vulnerable customers after floods, to helping businesses recover from fire or cyber attack, and facilitating fair outcomes when stakes are high, to name a few.

Equally, the profession must broaden its appeal; talent need not come exclusively from traditional insurance pathways. 

Data specialists, technologists and professionals from adjacent disciplines all have a role to play in modern claims handling. Creating entry points for those skills strengthens, rather than dilutes, the profession.

Is there a talent challenge? Certainly. Is it insurmountable? No. 

The pipeline exists, but it requires continued investment, visible standards and collaboration across insurers, brokers and adjusting firms.

The loss adjusting profession has always evolved in response to changing risk. Today, the talent debate should be framed as an opportunity to reinforce professionalism, elevate standards, and ensure that when the next surge event arrives, the capability is there.