How to structure escalation in claims and complaints teams
Discover how to map escalation routes to the General Counsel, COLP, and professional indemnity insurers, ensuring your handling team knows exactly who to involve before pressure arises.
The short answer
Escalation in claims and complaints teams should be based on risk, sensitivity, value, regulatory significance and potential reputational impact.
Clear escalation prevents both overreaction and dangerous delay.
What should trigger escalation?
Triggers may include potential negligence, regulatory concerns, serious client dissatisfaction, high-value exposure, partner conduct issues, repeat complaints, insurer notification thresholds or media risk.
These triggers should be documented.
Who should be involved?
Depending on the issue, escalation may go to Risk, General Counsel, COLP, insurers, senior management, department heads or external advisers.
The team should know the route before pressure arises.
How recruitment fits
If escalation is frequent and complex, the firm may need a senior complaints manager, Professional Indemnity claims specialist or Risk Lawyer.
A junior handler should not be expected to carry senior judgement alone.
Bottom line
Claims and complaints escalation should be structured, not improvised.
The right framework protects the firm and gives staff confidence to act.
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