This article is sponsored by Crawford Canada.
While claims adjusting has not traditionally been a top career choice for graduates, the industry is now facing a significant shortage of young professionals. This gap presents both a challenge and an opportunity: as experienced adjusters retire and claims become more complex, there is a growing need and a clear pathway for talented graduates with strong analytical and interpersonal skills to shape the future of the profession.
For Kelly Stevens, senior vice president, Loss Adjusting at Crawford & Company (Canada), this is no longer a vague concern. “The talent crunch is driven by several factors,” she says. “An aging workforce with many senior adjusters approaching retirement, increased complexity in claims, and a limited pipeline of new entrants.” Automation is also changing the mix of skills the industry needs, while competition from other sectors is intensifying. She notes, “As an industry, we must do a better job of attracting and upskilling talent.”
Industry numbers underline how significant the shortfall may become. The Insurance Institute of Canada has projected that roughly 3,853 claims professionals could retire nationally between 2022 and 2026, a sizable number for a field that already struggles to attract new entrants. At a global level, the World Economic Forum has ranked “claims adjusters, examiners and investigators” 12th among occupations expected to see the fastest net percentage decline by 2030, and 15th in absolute decline. These rankings reinforce what many Canadian firms are seeing firsthand: the pipeline of new adjusters is not keeping pace with departures.
At the same time, the demands on adjusters are rising. Claims are increasingly complex, files carry more data, and expectations for communication are higher. Clients want timely updates and clear communication. Brokers and insurers want consistency across regions and product lines. Meeting those expectations depends on adjusters who can interpret facts, understand context and speak plainly with people who are often under stress.
Crawford has decided that a durable response is to invest in people and in the tools that support them. The company is widening the entry path into the profession, building more structured training, and deploying technology that takes routine burden off adjusters so they can focus on judgment and service. The aim is straightforward: build capacity in a way that is realistic and sustainable, rather than reactive.
One of Crawford’s central moves has been to build a clearer route into the profession for new entrants. “We’ve launched the Career Fast Track Program to introduce new graduates and professionals from other industries into insurance adjusting,” Stevens explains. The company is present at career fairs, on campuses and participates as an Insurance Institute ambassador to put adjusting in front of students who might never have heard of it.
Once people join, the focus shifts to practical development. “We are always keen to hire bright new employees with the right mindset to join our team and mentor with senior staff to train on the technical requirements of the role,” Stevens says. That mentorship is built into how teams work, with senior adjusters sharing not just procedures but judgment about files, communication strategies, and how to manage conflicting information.
Specialized claim teams use a team based adjusting model. Peer reviews and joint file work give newer adjusters constant exposure to real cases, while experienced adjusters have a formal structure for passing on their expertise. Stevens sees this as a key part of retention as well as training. “These relationships of ongoing learning and upskilling go a long way to keep the work interesting, the staff motivated and to retain talent.”
To maintain consistency across regions, Crawford relies on structured training and regular coaching. “We standardize training through regional programs, management training schools, and leadership cohorts,” she says. Ongoing one-on-one reviews and the use of global data resources help align decision making and regulatory compliance across the country.
In property claims, specific tools support accuracy and documentation. “On the property side, we’ve built a workflow that integrates advanced technology into everyday claims handling,” Stevens says. The integration of digital tools into daily operations supports precise measurements, thorough documentation, and effective review processes. These innovations support efficient and highly reliable claims processing.
Field operations reflect the same approach. Adjusters benefit from digital tools that facilitate timely reporting, efficient document management, and enhanced oversight. These innovations support accuracy, reduce administrative burden, and promote consistent compliance across teams.
Stevens highlights that the adoption of advanced technology is enhancing the accuracy and efficiency of claims processing. These innovations support compliance, streamline review workflows, and help reduce the likelihood of errors.
The combination of talent pressures and increasingly technical workflows is influencing expectations across the sector. Insurers and brokers are paying closer attention to the training, structure and tools behind claims handling.
The implications for Canada’s insurance community extend far beyond simply filling vacancies. With thousands of experienced adjusters approaching retirement and too few new professionals entering the field, these initiatives are not only addressing the immediate talent gap but are also helping to define the skills and supports required for a resilient and credible claims system for years to come. In a market where demand for thoughtful, skilled adjusters is rising faster than supply, the more pressing question may be this: what will it take for the industry to make claims adjusting a career that the next generation actively seeks out rather than one it encounters by chance?
