“Welcome to the profession no one planned to join,” a member ofour senior management once greeted a new adjuster trainee class.Many claim personnel do enter our field without a conscious plan tomake adjusting their careers. Once employed, however, a decisionmust be made as to which course to follow: a rewarding career or anacceptable job.

Insurers and independent adjusting firms normally use one of twopaths (perhaps both) to provide new claim personnel with the basicknowledge and skills required for entry-level positions, on-the-jobtraining or a company sponsored basic course, after which theyusually settle into handling property, liability, or workers'compensation claims under the watchful eyes of supervisors.

At this point, unfortunately for some of these recruits, thecompany-sponsored training path ends. From here, the drive or pushneeded to move from entry-level knowledge and skills to the higherlevels of professional expertise will need to come from within theindividual.

An unknown person once said, “In the absence of clearly definedgoals, we become strangely loyal to performing daily trivia.” Manychoose to make claims a temporary job. That is fine. Those who wishto pursue other careers will find that many skills that aredeveloped in claims, such as negotiating, communicating, customerservice, or problem-solving, will serve them well. For those whodecide on careers in claims, the path now has many choices.

Where Do I Want My Career to Go?

The insurance industry has excellent opportunities, not only inclaims, but in risk management, sales, or underwriting. A search ofthe Internet reveals that there is no shortage of positions, withexcellent compensation for those with the required levels ofexpertise.

Pablo Picasso commented, “Our goals can only be reached througha vehicle of a plan, in which we must fervently believe, and uponwhich we must vigorously act.” Therefore, just as important aquestion as, “Where do I want to go?” is, “What do I need to getthere?”

Some sagely advise that it takes experience to succeed. That istrue. Experience is important. Another truth is that an individualcan have 20 years of experience, or one year of experience 20times. Learning is a necessary part of experience. Those whosucceed in the claim industry are those who recognize the need for,and pursue, continued professional development.

Although some adjusters will find that basic training is theironly company-structured program, not all companies share this mindset. Many companies take active roles in professional developmentwith advanced in-house training programs and actively supported(even required) continued professional development programs.

From 2000 through 2003, the percentage of exams administered bythe American Institute of Property Casualty Underwriters and theInsurance Institute of America has shown an increase ofapproximately 4.7 percent per year, according to David P. Thomas,director of sales for AICPCU/IIA. In reviewing the companyaffiliations of those who recently completed the AIC and CPCUprograms, several companies stand out with large numbers ofemployees enrolled. These companies obviously understand theimportance of investing in their professional staff.

In the past, the claim industry has been somewhat like majorleague baseball. Adjusters began their careers in the minorleagues, working on routine claims. As their abilities increased,they were elevated to major-league play, working on complex orcatastrophic losses. Organizations, like major-league teams, facedthe choice of investing in young, inexperienced players anddeveloping them, or buying needed expertise from otherorganizations.

Today, although experience remains an essential component of anindividual's professional development, the industry programsavailable allow adjusters and organizations to reduce the timespent in the minors, by providing valuable knowledge that mighttake years of experience to acquire at work, if at all. Theseprograms are offered through online classes, in-person classes, orself-study correspondence courses. A brief list of alternativeswould include:

• Introductory insurance courses (including the INS series ofcourses from IIA),
• Claim training (e.g. the Associate-in-Claims program, alsothrough IIA),
• Risk management training (the Associate-in Risk Managementprogram through IIA),
• Case law studies (such as the American Education Institute'sSenior Claim Law Associate program),
• Specialized training programs (e.g., maritime, public entities,or reinsurance),
• Management programs (such as the Associate-in-Management),and
• The Chartered Property and Casualty Underwriter program fromthe AICPCU, considered the pinnacle in property and casualtyprofessional development.

Opening Doors

There is no shortage of professional development programs forthe claim professional. Personnel can and should take advantage ofthe varied sources of experience and knowledge available to themthrough these industry-respected programs. Use of such programs candrastically reduce the traditional learning curve and buildexpertise. So, if there is no shortage of continuing educationopportunities, why are so many positions available for those withthe qualifications?

Lack of active support for professional development may be partof the corporate culture. When a company's management has notcompleted professional development programs, there probably will beless encouragement of subordinates to do so. Furthermore, in timesof tight markets, companies seek ways to tighten the belt. Doing soby canceling support of professional development, however, may not,in fact, result in a financial savings, but rather in a loss.

In service industries such as claims, the expertise of anorganization's professional staff can create a strong competitiveadvantage. Investments in professional expertise result not only inan increase in productivity, but also in the ability to provideadditional value to customers. Whatever the reason, companiesfinding themselves faced with shortages of claim professionals withcompetitive expertise might re-examine their level of support forprofessional development.

In some companies, the failure of professional developmentprograms to reach the claim personnel audience or a lack ofunderstanding of the benefits to be gained from completion of suchprograms can impede the professional growth of claim staff. Theability to disseminate this message is somewhat limited. Fewperiodicals are available for claim personnel, and many adjustersare financially unable to attend most industry gatherings. Claimstaff must be aware of their company's belief in, and support of,professional development. The procedures within the company forbecoming involved in professional development programs should beposted for employees to locate easily.

Finally, and most important, is each individual's responsibilityto map his own future. Procrastination is alive and well in theclaim industry. As a corporate trainer, I have heard a litany ofresponses as to why training must be put off. The most commonreasons given are, “I don't have time,” and “I plan to start nextyear.” For many, the first reason probably is true, but still notacceptable. The second is, unfortunately, not true for most people.As Maxwell Maltz (creator of Psycho-Cybernetics) said, “We find noreal satisfaction or happiness in life without obstacles to conquerand goals to achieve.”

Not Enough Time?

Enough time is something that none of us believe we have. Thereare too many files, too many calls, and too many meetings, not tomention the daily demands on us away from work. Some individualsbelieve that, because taking professional development coursesbenefits their employer, the employer should not only bear theexpense, but should allow work time to study and for testing.

Conversely, some employers believe that, as employees are theones who receive the knowledge and credentials, employees should beresponsible for the time and expense involved in professionaldevelopment.

In reality, both arguments have merit, and both are in error.Employees and employers share in the benefits of the employee'sincreased professionalism and also should share in the expenses ofits acquisition. Employees need to recognize that much of theindividual study and preparation for professional developmentprograms must be done away from work. Employers, where possible,should allow employee study groups at work (perhaps overlappinglunch with an hour of company time one day a week), as well as thetime necessary for the taking of exams.

Employers should pay or reimburse the expense of professionaldevelopment programs. In some cases, employees, willing to investthe time required for professional development, cannot afford thecosts to front the tuition. Employers should be able to recoup thisfinancial investment from the increased productivity of theemployee. Many companies who financially support the cost ofprofessional development programs go even further with bonuses paidto employees who complete approved programs.

As to the time involved, this will vary with the course and theindividual student. For most individuals, the courses requireanywhere from a few to several hours of dedicated study per week,depending on the subject involved. In the end, both the employeeand the employer must recognize the need for, and be willing toinvest in, the professional development of the employee.

I'll Do It Next Year

“I can't this year because … ” all too often is replaced nextyear with another equally important reason. For many who give thisresponse, next year never comes. Many of us have watched aspromising individuals continue in their same job assignments yearafter year, while others, those who had accepted responsibility fortheir success and chosen to invest in themselves, moved up tohigher levels. In more than one of these cases, the individuals hadthe required experience, but did not receive promotions becausethey lacked the professional training, either required for theposition or that other applicants had.

“Goals are dreams with deadlines,” said author Diana ScharfHunt. The differences among the above individuals is that, whilesome were dreaming about tomorrow, others were taking steps to turnthose dreams into reality.

How long will all of this take? With recent changes, theAssociate-in-Claims or Associate-in-Risk Management designationsmay be earned in one year (or less), and the Chartered Property andCasualty Underwriter in two years (or less). The SCLA courses fromAmerican Education Institute are structured to be taken at 30 dayintervals.

What can realistically be gained from all of this effort? Thatwill depend entirely on the individual. The claim industry needshighly qualified claim experts or managers. Opportunities also areavailable in risk management, sales, or underwriting. It is worthnoting, however, that many organizations now require applicants forthese higher positions to have completed the professionaldesignations above, in addition to meeting experiencerequirements.

According to author Anthony Robbins, “Setting goals is the firststep in turning the invisible into the visible.” The key,therefore, is for each person to decide where he wants to go. Allof the above outcomes are possible, but only if he chooses adestination and actually makes the journey. It is not hard to findthe right path to the goal, although he may need perseverance tocomplete the journey.

With where and how determined, all that remains is decide iswhen? When is always now. “Today,” it is said, “is the tomorrow youpromised yourself yesterday.”

Robert D. Stevens Sr., CPCU, CLU, ChFC, AIC, ARM, is atraining specialist at Crawford University (the corporateuniversity of Crawford & Co.) in Atlanta, Georgia, and a memberof the national advisory committee for the Associate in ClaimsProgram of the Insurance Institute of America.