How do we attract, retain and empower the next generation of claims professionals?

How do we ensure claims becomes the career destination of choice, not a fallback option?

This was one of many thought-provoking questions explored during the latest London Market Claims steering group meeting to shape the themes that will be covered at this year’s event on Oct 7^th.

With over a third of the market now aged 50 or older, the urgency around developing talent pipelines and ensuring a thriving future workforce is clear. But the conversation wasn’t just about youth recruitment – it focused on building trust, unlocking communication, and embracing a broader, more inclusive view of where talent comes from and what it looks like.

One major theme was mentoring – in both directions. While traditional mentoring remains essential to passing on technical expertise, reverse mentoring was repeatedly cited as vital to bridge generational gaps. Younger talent bring fresh ideas and digital fluency. Older professionals offer strategic wisdom and context. Combine the two, and teams become more resilient, adaptable and connected.

But how do we attract this talent in the first place?

Several organisations shared how structured grad schemes, internships and apprenticeships are making a tangible difference. One firm welcomed 29 early-career colleagues this year alone. These programmes go beyond technical training – they embed participants across different teams, foster a broad understanding of the business, and start cultivating the human skills needed for long-term success in claims.

The discussion also challenged assumptions about who belongs in claims. Why not hire career changers, or draw talent from adjacent industries like aviation or law? Some firms are already doing this with impressive results, finding that diverse perspectives enrich decision-making and client outcomes. But cultural fit matters – it’s not about previous experience, it’s about approach and mindset.

Empowering claims professionals

Equally important is ensuring that claims professionals – new and experienced – are empowered. That means authority, not just responsibility. When legal input overrides professional judgment, it can erode the confidence of claims teams. Panellists stressed the need to invest in training, soft skills, and internal advocacy – especially when navigating complex claims that could otherwise become polarised legal battles.

Ultimately, trust, clarity and early relationship-building emerged as key enablers of success. The most effective claims teams are proactive, visible and human. Whether that’s visiting clients before a loss occurs or sitting down with brokers and underwriters, open communication lays the foundation for smoother outcomes – and better careers.

How do we ensure claims becomes the career destination of choice, not a fallback option? What bold steps are we willing to take to make that happen?

For more on these and other critical challenges facing the industry, check out the London Market Claims agenda.

For more information about London Market Claims or membership, contact Tom@TIN.events