CIS Senior Adjuster Interview Questions

Give us an example of a complex claim that you handled. What made it complex and how did you approach it?

Multiple sewer back up claim, shady mitigation company

How would you go about negotiating a settlement?

Make sure I understand our exposure and liability

Make a range and set expectations early

Provide reasoning for offer and stick to facts over emotions

Remain flexible

Ask how we can get it resolved ASAP

How do you manage a large workload?

Organize and prioritize

How would you investigate an employment claim?

See if it is an attorney fee exposure claim(1983)

Get personnel records and employee history

Interview supervisor, HR and other involved coworkers to get the full picture

Determine if any negligence and potential exposure to require a compromise/settlement

What defenses would you consider early on for police and jail claims?

Qualified immunity, Statute deadlines, discretionary immunity

How do you evaluate liability when facts are incomplete or conflicting—especially in law enforcement incidents?

Make sure you have all the evidence you can get and make the best decision with what you have, side with member if it is ambigious

Review department policy, statements and video to get the clearest picture

Describe how you work with defense counsel on litigated claims

They are an asset to the adjuster, like an IA

Make sure our strategies are aligned and they are on track to get things settled sooner rather than later, while also considering risk with decisions

Give an example of when you disagreed with defense counsel’s recommended approach

Settling mickey claim, mediation ended up with settlement

What factors influence your decision to recommend early settlement versus aggressive defense?

Think about how a jury would view and sympathize

See how clear liability would be to a jury

Think about the cost to go the distance

Past history of claim results and venue

How do you prepare for mediation in a high-exposure public-entity case?

Understand risks and strengths

Try to get understanding of their willingness to settle as well

Have realistic reserves set

How do you manage claimants or attorneys who are highly emotional or hostile?

Lower temperature of conversation and slow down conversation

For claimants I make sure I am transparent with the process and make sure they understand everything.

For attorneys I remain calm and stick to my strengths when negotiating.

Describe a mistake you made on a claim

Forgetting to ask a question in an interview. I immediately rectify the issue and learn from my mistake so it won’t happen again

What’s the difference between a senior adjuster and a junior adjuster?

Confidence in decision making

Being familiar with legal concepts or how to educate yourself

Understanding most decisions aren’t black and white and operating in the gray can sometimes be the best option

What makes you a good fit for this role over other candidates?

I’ve wanted this role since I first applied. I want the most complex and varied claims because I find it interesting and allows me to grow professionally and personally. I want to have my own territory and closer relationships with our members. I have worked within the claims team for over 4 years and handled thousands of claims. I have been learning about all the claims we handle and have a strong foundation to learn and use my team to handle even the most complex claims.

Tell us about a time you had to request higher reserve authority to settle a claim

I’ve had that happen with property or injury claims when new information comes in. You try to set accurate ranges for reserves, but you can’t always predict what variables with change and affect those numbers, so you have to adjust on the fly and do the best with what you have. Always weighing risk and exposure as information changes.

When have you decided not to settle a claim, even though it was cheaper to do so?

I would do that if I saw a pattern that would end up costing our members more down the road, but I haven’t experienced that yet.

What information must you have before you’re comfortable setting initial reserves on a serious injury claim?

Liability, photos, vehicle damages

Extent of the injuries and treatment

Attorney represented or not

Occupation, Family, Age

How do you assess whether a claim is defensible versus technically defensible but strategically unwise to litigate?

How clear liability is

How credible witness and evidence is

How a juror would perceive it

Court venue

Cost to litigate versus settle

What signals tell you plaintiff’s counsel is posturing versus genuinely ready to resolve?

If communication escalates without any real or new information, especially early on, it is usually posturing.

If numbers are more reasonable and concessions are starting to be made, they are usually ready to talk about settling.

Tone and verbiage alone doesn’t indicate their if they are serious about settling

Tell us about a time a client or member strongly disagreed with your recommendation. How did you handle that?

I can’t think of a specific instance, but I have had members voice their concerns about paying claims due to budgets and deductibles. I point out that we are trying to limit exposure and risk and why I think my position achieves that. You can’t make everyone happy, but you can make sure they understand all the variables.

What would you do if you disagreed with your supervisors recommendation?

I would make sure my option is based on fact and is explained completely. I would also make sure I understand their option and why they think it’s better. If we disagree I would follow their direction and execute the plan.

How has your claim handling changed since you started?

Restraint, reasoning, risk assessment. I’ve become very comfortable working with the claims team and learning from their knowledge pool.

What’s the hardest claim decision you’ve had to make?

Deciding to settle the Dennis Day case in a post trial settlement conference after plaintiff’s counsel submitted an appeal. The minor cost outweighed the risk of continuing based on the information we had available at that moment.

What risks are you most conservative about? Which are you willing to accept

I am more conservative about risks that could multiply exponentially, for example an inflammatory video that could be shown to a jury might bring in a higher reserve to get it to settle early. I am more willing to accept risks when I am more sure of the outcome through experience or knowledge received.

How do you want leadership to measure your success?

I would want to be evaluated on how well I follow guidelines, exemplify our guiding principles and do my work without constant check ins or escalated calls. If leadership isn’t surprised by my claims handling and feels confident in the recommendations they’re seeing, that’s the clearest measure of success for me.

When do you bring leadership into a claim?

When exposure extends above my authority.

If I have questions and aren’t able to get help from colleagues.

How do you build credibility with skeptical members or clients?

I establish trust through consistent communication, demonstrating expertise, and providing transparency in decision-making and processes. This can often include addressing their concerns directly and showing previous successful outcomes.

What kinds of litigated claims have you handled?

I have handled claims involving property Trespass (Thompson Family Timber and Michelle Williams)

Takings (Pro Se - Unhoused Person)

Breach of Contract (CIS) - UIM (Maria Nolan)

Negligence (Jeslyn Herinkx)

I have also discussed many more and attended trials for other litigated claims in my time with CIS.

What is qualified immunity?

Qualified immunity is a legal doctrine that protects government officials from being held personally liable for causing damage or injury while acting under the course and scope of their duties.

Intended to let officers make split-second decisions in dangerous situations.

What is discretionary immunity?

It protects public entities and employees from liability for policy based decisions, meaning they aren't liable for choices involving competing public policy considerations (budget)

What is a Garrity Right?

Relating to the 5th and 14th amendments, it is a protection for public employees being compelled to offer up self incriminating statements when being interviewed by their employer. They can only be disciplined or terminated if they are offered immunity from legal consequences.

What is a Loudermill hearing?

It is a requirement for a public employer to notify an employee of the complaints, punishments and an opportunity to refute the complaints prior to terminating, suspending or demoting an employee.

What is the Oregon Tort Claims Act?

It is a statute that defines how a public entity can be sued for a tort.

Sets a tort cap limit

Requires a formal claim notice

Defines defenses and protections

It is useful for setting reserves, identifying possible defenses and evaluating risk in litigation

What is an offer of judgement?

An offer to settle a lawsuit for a specific sum, served at least 14 days before trial, allowing a defendant to limit liability for post-offer costs if the plaintiff rejects it and gets a less favorable result.