The loss adjuster arrives at a moment of distress, often stepping into homes disrupted by fire, flood or theft. Yet despite the profession’s central role in the claims process, it continues to draw from a narrow talent base. For Helena Evans, managing director of Criterion Adjusters, the issue is less about barriers inside firms and more about how the role is understood outside them.
“The perception of a traditional adjuster still lingers,” she said, recalling comments she received when arriving on site, including expectations of seeing “a middle-aged man in a grey suit.” That image, she argued, continues to shape who considers the profession, and who does not.
Evans pointed to a persistent misunderstanding about what the job requires. Many potential candidates, particularly women, assume it demands deep technical expertise akin to surveying or construction. That assumption can deter applicants before they engage with the profession at all.
In practice, she said, technical knowledge can be taught. The more difficult skill is the ability to navigate human situations with sensitivity and judgement. Adjusters must quickly assess personalities, build trust and guide policyholders through emotionally charged circumstances.
“You’re trying to engage with them,” she said. “Some people can be quite nervous, some people don’t want to chat, some can be quite gregarious.”
This gap between perception and reality narrows the entry point. Candidates who might excel at communication and empathy may self-select out, believing they lack the technical grounding.
Nowhere is this misunderstanding more consequential than in high-net-worth and sensitive claims. These cases often involve not just financial loss but emotional disruption tied to homes and personal belongings.
Evans argued that the quality of interaction can materially shape the trajectory of a claim. Poor communication or a lack of empathy can escalate tensions quickly, turning already difficult situations into formal complaints.
By contrast, a strong human approach can stabilise the process. Clients who feel heard and supported are more likely to engage constructively, even when outcomes are complex or timelines extended.
She drew on a line often attributed to Maya Angelou: “people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” In claims handling, that memory can define the overall experience as much as the settlement itself.
A broader mix of backgrounds and perspectives, Evans suggested, is not simply a matter of representation but of operational effectiveness. Diverse teams bring varied communication styles and problem-solving approaches, which can be particularly valuable in complex or sensitive cases.
In high-net-worth claims, where expectations are often tailored and nuanced, this flexibility becomes critical. Matching the right adjuster to the right client can influence both rapport and resolution.
“When we get a new claim in, you look at the claim and the circumstances and then assign it to the adjuster you feel is the best fit to handle that claim,” she said. A more diverse team increases the likelihood of that fit.
The presence of visible role models also plays a role internally. Evans noted that junior colleagues are more likely to pursue progression when they can see people like themselves in senior positions. Without that visibility, confidence can erode before ambition fully forms.
Efforts to broaden the talent pool, Evans argued, must start with how the profession presents itself. Job descriptions that prioritise technical requirements over interpersonal skills risk reinforcing outdated assumptions, when the role also demands problem-solving, relationship-building and supporting people through difficult moments.
Flexibility has already widened access. Home-based and hybrid working have eased some of the constraints that once made the role feel incompatible with family responsibilities, even if adjusters must still respond to urgent losses at short notice.
Retention, meanwhile, rests on culture. Evans pointed to trust, autonomy and flexibility in working styles as key, alongside mentoring that gives adjusters exposure to more complex claims and a clearer path to progression.
Ultimately, Evans returned to the importance of narrative. The profession, she argued, has not consistently told its own story well enough, particularly the part that centres on helping people rebuild after disruption.
“You’re dealing with all different types of people,” she said. “It makes sense for the people dealing with those claims to be all different types of people as well.”
