It is important to note that the facility, described as a “handyman's playhouse with an educational purpose,” offers a wealth of training courses that cater to adjusters of virtually all levels of experience. Since the campus welcomed its first wave of earnest pupils in April 2007, Travelers has trained thousands of claim personnel, from trainees to those in senior management. In fact, each year approximately 8,500 Travelers' employees avail themselves of the ample resources at the Windsor, Conn. campus, subsequently emerging with more varied skill sets.

Travelers makes a concerted effort to constantly define distinct career paths and ongoing training regimens for its employees. Requisite coursework may require anywhere from three weeks to 18 months to complete, depending on the position.

“These capabilities enable our people to learn the complexities of various aspects of the business,” said Art Perry, vice president of Claim U. “For example, a property adjuster may decide to switch to auto or liability. Given our full-scale models and resources, it is relatively easy for this person to transition to a different area of expertise.”

There are three major laboratories nestled in the facility in which claim professionals can hone their skills in auto, home, heavy equipment, and liability claim appraisal. The property lab contains three full-scale major structures, all of which are furnished: a convenience store, a ranch-style home, and a tri-level home. The heavy-equipment lab houses a multitude of commercial equipment, some of which include cranes, backhoes, and bulldozers.

In the auto lab, trainees learn the fundamentals of reading vehicle diagnostics, gauging damages, and evaluating structural repairs. Travelers characterizes this area as “a combination of a mechanic's workshop and an auto dealer's showroom.” Students have room to roam and can peer into the trucks and cars that are on display via hydraulic lifts, familiarizing themselves with an array of damage scenarios.

“Every car can tell a different story,” Perry explained. “This allows adjusters to gain a fresh perspective on severe damage, minor dents, and even flood damage. In addition, it enables them to keep up with the fast-paced nature of the repair business by learning mechanics and damage assessment in a real environment.”

Likewise, Travelers' trainees can learn how to accurately inspect and assess roofing damage via instructor commentary and by simply crawling atop one of the full-size homes in the lab.

Perry is also quick to point out that Travelers administers training by means of various channels outside of the physical confines of Claim U. The current model encompasses virtual and distance learning, including broadcasts that reach claim representatives at different locations. In addition to the 8,500 front-line employees that attend the university each year for hands-on training, another 8,500 will be educated through virtual and distance learning offerings.

“Claim U was built as a training facility, but it has become much more than that,” Perry said. “It has become a cultural hub that reinforces our commitment to employee development. This endeavor has far exceeded our initial expectations and illustrates our deep investment in our people.”

When asked to cite the driving forces behind the institution of a formalized training program at Travelers, Perry stressed enhancing the customer experience and nurturing a company culture rooted in employee empowerment rather than addressing the perceived worker shortage because of the impending exodus of baby boomers — though he agreed that this very relevant concern warrants future deliberation.

“We have always been a training-oriented organization,” he said. “This [program] affords us the ability to better respond to the changing nature of the claim business and customer needs.”

Indeed, it is the excellence in customer service that fuels Perry's confidence in Travelers, and presumably in all insurers that enjoy any degree of success and longevity.

“Customers today expect adjusters to be empathetic, prepared, knowledgeable, and professional,” Perry said.

To this end, instructors at Claim U conduct demonstrations in which trainees role-play. By also videotaping the customer experience, the group can collectively focus on improving communication skills and correcting noticeable deficiencies.

From all indications, Travelers' approach seems to be working. The company reports that it has been successful thus far in not only attracting fresh talent but also in retaining talented and motivated claim professionals. Thus, its customers have access to expert claim professionals who can estimate with confidence and follow through with well-executed claim management and a true commitment to service. “As a result, the entire claim process is much more positive for our customers,” Perry added.

Investing in Human Potential

Similarly, Crawford & Company builds upon a legacy of comprehensive training solutions to foster decidedly happier employees and clients. Operating in 63 countries, Crawford is the world's largest independent provider of claim management solutions. Its training legacy dates back to 1941, and the current incarnation is Crawford Educational Services. Throughout the years, Crawford's program has evolved to provide adjusters with specialized training in personal and commercial liability; property and casualty; and workers' compensation claims. Employees, carriers, independents, and other interested parties can augment proficiencies by taking courses at the company's national training center in Atlanta or by taking part in Crawford's online training modules, which can be customized to fit the specific needs of the claim professional.

“We routinely encounter brokers and risk managers who want to know more about the claim process,” said Bill Beach, senior vice president of training and development at Crawford. “In addition, private citizens who want to delve into adjusting frequently contact us. We invite them to attend basic and advanced courses. They usually complete about a week of training in the actual lab, whereas our employee students stay longer to familiarize themselves with company procedures.”

Four of the classrooms in Crawford's 40,000-square-foot training center are reserved for teaching protocols related to casualty and workers' compensation. Class sizes are kept small to optimize instructor-student interaction. In fact, maximum participation in a casualty course hovers around 12 pupils, and no more than 18 attend any given property class.

In the same vein as Travelers, Crawford offers a mixed bag of classroom and online courses to meet the wide-ranging needs of an audience of adjusters who are consistently strapped for time and must quickly adjust to ever-changing regulations and client needs.

Before stepping foot in the classroom, students first receive online modules. Completing the online module means that students arrive with a basic understanding and are ready to learn. Students assemble in shorter, instructor-led classroom settings where the knowledge and principles acquired in the distance learning modules are fine-tuned through practical exercises and skill development.

Because much of the learning is accomplished online, the time students spend in the classroom is minimized. Crawford theorizes that its model of online learning coupled with hands-on training means that students can get acclimated quickly while spending less time away from work.

On average during the last three years, the company has welcomed 335 new-hires annually and about half that number of outside clients at its training facility. But the formal training that Crawford employees receive at the training center is just the beginning of a blend of education and practical know-how that continues throughout their careers.

“For field adjusters, continuing education is built into their career track,” Beach said. “They must complete successive courses and learning to be eligible to progress to next level. In fact, failure to do so will render an employee ineligible for promotion. All of these requirements are integrated with our human resource management system so all adjusters can find out what courses need to be taken, what should be completed, and manage their own paths.”

Pride of Craft

Crawford supplies its employees with the requisite resources, but also heavily encourages its employees to take pride in managing their own claim destinies. Various courses have been approved for continuing education (CE) credits, which helps adjusters stay on track to meet licensing requirements.

The company also acknowledges that properly educating its staff can be expensive and demanding of time resources, and that striking the right balance is imperative. Beach emphasizes that distance learning is a very cost-effective way to teach adjusters. In addition, he said that various initiatives are being implemented this year so as to fine-tune a system that is already quite effective. For starters, the company is working to fill in the gaps in training, especially as it pertains to new hires.

“Not everyone comes up from the bottom,” said Beach. “People move between companies, so new employees may already have some adjusting experience. We are looking to adopt post-employment skill testing and have started administering technical exams to newly hired adjusters to accurately determine skill sets. We also use instructors as coaches and mentors who then assign learning events, including distance learning, to fill in the gaps.”

Swift identification of an appropriate learning path sets the groundwork for success. As adjusters progress and expand their professional repertoires, they also gain confidence, which invariably trickles over to the customer.

“Training is an investment in people,” said Beach. “The level of service you are able to provide to customers is somewhat indicative of the extent to which you are helping your staff reach their goals.”

Perennial Abundance

Both Travelers and Crawford stress that their learning strategies are not new. Even so, they are still very relevant. The pressure to operate more efficiently and meet customer expectations has never been more pronounced as it is now in the sobering reality of plummeting stock prices, surging unemployment rates, and rising U.S. debt.

Many companies across industry lines fear that they are one disaster away from ruin. There is little room to falter. But as these organizations demonstrate, there is a lot of room to grow. Insurers are empowering claim professionals so they can fulfill customer needs today. They are, by extension, empowering the community as a whole and ensuring tomorrow's customer. The collective commitment of insurers to invest in human potential will continue to shape the future of an industry that has weathered its share of storms, and will weather this one, too.