Selective Insurance reviews

Not enough claim adjusters to handle the workflow. No work balance. Unorganized and burn their adjusters out with the workflow

- Career advancement is opaque, inconsistent, and discouraging. Leadership keeps repeating the phrase “you own your development,” but they provide no clear pathways to actually develop. Leadership development groups such as NextGen and others technically exist, but the process for being selected is treated like a secret. Employees do not know how candidates are chosen, what criteria are used, or how to express interest. There is nothing to aspire to because nothing is communicated. It is impossible to include these programs in a development plan when no one is told how they work. Employees are praised for strong performance and told to “keep doing more of that,” but without sponsorship or transparency, advancement eventually hits a wall. You cannot fully own your development if the opportunities that matter are hidden behind closed doors. - The relocation decision raises serious concerns about financial judgment and long-term stability. The company has been in Branchville for nearly 100 years and owns its headquarters, which has always signaled stability. Many employees made major life decisions, including purchasing homes near the office, based on that long-standing presence. Now leadership is abandoning an owned building in favor of an expensive leased space in Short Hills. A lease creates instability because no one knows what will happen when it expires. Employees cannot be confident the company will not move again, possibly even farther away. Leadership has provided no clarity. On top of that, the choice to maintain operations in Branchville at the same time raises even more questions about how financial resources are being allocated. - The stated reason for the move does not align with leadership’s actual choices. Leadership says the new location will expand the available talent pool. If that were genuinely the priority, increasing remote roles would be the most effective solution. Instead, employees are required to be in a costly physical office because leadership prefers it. This makes the relocation appear to be about optics and personal preference rather than business logic. - Badge swipe monitoring is excessive and damages trust. The message it sends is not that employees are trusted to do their jobs, but that leadership feels the need to track everyone’s movements. It is unnecessary and demoralizing. - With the Short Hills move, employees will face longer commutes, higher costs, and stricter attendance expectations with no adjustment in compensation. Leadership’s suggested solutions, such as carpooling, switching childcare providers, or relocating, show a deep disconnect from the realities of employees’ daily lives. These burdens fall especially hard on caregivers, particularly women, who statistically manage more childcare responsibilities. Increased commuting time, logistical pressure, and additional expenses make staying and advancing even more difficult for them. - Cutting the pre due date maternity leave unless there is a documented medical need is another setback for women. Expectant employees already have more appointments, greater physical strain, and more personal demands. Requiring them to maintain strict in office attendance during this period shows a lack of commitment to their wellbeing. For women, especially those who are pregnant, the combination of reduced flexibility, long travel requirements, and rigid attendance rules is more than inconvenient. It is inequitable.