At Allstate, we expect all employees to be leaders. Our six Leadership Principles apply to every employee and form the basis for all performance and development conversations. We believe all employees have the potential for growth; we dedicate extensive resources to developing leaders at all levels. These development programs are evaluated using key reporting measures looking at behaviors, skills and mindsets, and impact on the business. Some programs are available to all employees, while others are for select audiences. Regardless of their role, all employees have a wealth of resources at their disposal.

Career Development

Performance Management

Each employee receives an annual performance review, and performance conversations take place throughout the year. During quarterly “snapshots,” the employee and manager discuss goals, long-term career development and share two-way feedback. Weekly check-ins are designed to guide employees on a more day-to-day basis and discuss how the employee is working to advance in their performance goals.

Continued Learning

Allstate invests in training opportunities for our employees so they can be successful throughout their careers. Allstate’s integrated talent management system contains modules for:

  • Attracting and hiring new employees
  • Promoting internal advancement of current employees
  • Registering for learning opportunities such as webinars, seminars and classroom training
  • Receiving comprehensive feedback from managers, peers and teams

In addition to the modules related to career development, we offer a portal with tools and resources to help employees set career goals. It helps them identify their strengths and opportunities, grow their networks, develop their résumés, and initiate career-related conversations with managers and peers across the company.

We also offer enterprise-wide access to Pluralsight technical skills training, via an online course library and online books. This training opportunity covers topics such as Agile, Scrum, Java, VMware, Mobile Web and ITIL practices.

In the fall of 2018, Allstate held the first Skill Builders series for leadership and Global Learning Day for employees. These sessions support Allstate Enterprise Learning’s mission to partner with the AORs and Allstate Business Learning teams to create consistent, scalable learning programs and platforms that empower employees to learn anywhere, anytime. The sessions covered three critical skills for our employees’ futures, improving employability inside and outside of Allstate.

More than 1,000 leaders attended Skill Builders, and more than 5,000 participated in Global Learning Day.

We received positive feedback from participants. 68% of leaders planned to use more than half of their learning from the Skill Builders sessions on the job. 76% of Global Learning Day participants told us they gained new knowledge or skills that would help them be more successful. Based on feedback, in 2019 we will expand to host a Global Learning Week and quarterly Skill Builders sessions for leaders.

In addition to our integrated talent management system, we are working with our Strategic Workforce Planning team to provide employability and upskilling resources for employees based upon the future needs of our business and the marketplace.

Metric 2015 2016 2017 2018
# of completed courses 272,581 326,439 279,843 367,837
# of unique learners 39,327 40,956 41,934 44,268
# of hours of learning 622,031 436,993 348,370 465,749

Tuition Reimbursement

Allstate offers tuition reimbursement to employees for a college degree, an advanced degree or an additional degree. All employees are eligible for the program, whether the degree enhances their knowledge, is job-specific or works toward a change in career. We offer up to $5,250 per employee per year.

Metric 2015 2016 2017 2018
# of participating employees 957 1,181 1,064 937
$ tuition reimbursement paid $3.3M $3.5M $3.7M $3.6M

Enterprise Talent Market and Talent Share

With 45,140 full-time and 560 part-time global employees at Allstate, there is no better place to begin the hiring process than with our own people. Our Enterprise Talent Market philosophy and Talent Share programs support employees’ internal advancement. When a position opens in any department across the company, Allstate employees can apply for the position.

Metric 2015 2016 2017 2018
% internal placement rate 43% 33% 43% 43%

Department-Specific Development

While companywide training is important to creating a unified culture and promoting general expertise, we also promote department-specific expertise. Here are a few examples:

  • Our Life and Retirement Distribution offers development workshops that include activities such as peer networking, compensation transparency, a book club focused on leadership, and workshops that increase awareness and understanding of other business units.
  • Distribution Strategy & Program Development uses a simulation tool to onboard new agency owners. The simulator provides the opportunity to practice hiring staff, determine compensation, and attempt varying marketing strategies, etc., in a risk-free environment, before opening for business.
  • Allstate’s Claims department uses a state-of-the-art Learning Lab to help new Claims employees gain interactive experience and make sure they are equipped for the job. Our custom simulation trains employees in the 10 most common auto and property inquiries. This multi-step program culminates in a live interactive role-play in which the learner will listen, respond and type while working through a customer scenario. Since this is cloud-based, the simulation can occur anywhere across Allstate’s geographic footprint.

Live and On-Demand Seminars

In addition to formal training, Allstate provides employees with a variety of in-house learning and development – live and streaming – throughout the year.

  • The Good Work Series celebrates the Good Work pillar of our Employee Value Proposition and focuses on nurturing an inspiring workplace culture.
  • Good Work Week is an annual themed event that renews our commitment to the Good Work Series. Internal and external speakers help employees connect their work to the company’s purpose and business results. In 2017, our Employee Resource Groups partnered to co-sponsor Good Work Week events.
  • Leaders as Teachers provides internal perspectives from Allstate executives on leadership and other topics pertinent to our business strategy.
  • Thought Leader Forum introduces an external point of view on business and leadership to accelerate development.
  • Quarterly Skill Builders series help provide leaders with tools and resources to continuously develop their teams on crucial skills for the future of work.
  • Global Learning Week promotes a culture of learning and empowers employees to learn new skills with perspectives from industry experts, Allstate leaders and their peers.

Effective Conversations

The Effective Conversations course is open to all employees. It takes participants through a three-step model for performance, career development and engagement conversations, enabling employees to have more effective conversations with peers, direct reports and managers.

Metric 2015 2016 2017 2018
Inspire survey results: “At Allstate, I have the resources that I need to develop my professional skills and actively manage my career” 78% 79% 80% 80%
Inspire survey results: “I am empowered to pursue development opportunities” N/A N/A 79% 81%

Targeted Leadership Development

Top Talent

Employees we identify as being part of top talent within the company are offered additional support to ensure successful transitions as their responsibilities increase, often as they are newly promoted into management roles. Top talent programs include Power of MInD, external mentoring programs, Impact Leading Others and Impact Leading Leaders.

  • The Power of Mentoring for Inclusive Diversity (MInD) – In 2019, we relaunched our Power of Five program as MInD. This program is designed to continue developing high-potential and high-performing diverse talent and foster sponsorship relationships between senior leaders and participants through a structured mentoring program. Participants will take part in 1:1s and mentoring circles, a program conference, and potential job shadowing capstone experience for selected participants. We also integrated the program with existing development conversations and opportunities such as Skill Builders, Employee Resource Groups and Global Learning Week.

With the rebranding in 2019, we added:

  • Cohorts for minority men
  • Updated guides for mentors, mentees and leaders of mentees
  • Resource library of planning activities, monthly toolkits and focus on skills needed for future success
  • Capstone job shadowing experience for nominated mentees

External Mentoring Programs

  • Women Unlimited/IMpower – A six-month management development program for women. IMpower includes monthly workshops, group mentoring, ongoing peer coaching and exposure to leading experts in a variety of corporate specialties. The program is intended for new managers – of people, of projects and/or of processes. It’s aimed at developing critical management competencies, including performance management, business acumen, and key networks and alliances.
  • Women Unlimited/LEAD – A 12-month leadership development program that includes: eight in-person workshops; three virtual sessions; on-the-job assignments; one-on-one and team mentoring by leading corporate executives; individual development planning; and networking and team-building exercises. The program is intended for midlevel female managers on the leadership track. Geared toward developing stronger strategic skills in emotional intelligence, leadership presence, influence and the priorities of leaders vs. managers.
  • Menttium/Momentum – A 12-month program consisting of one-on-one mentoring; access to business, professional and leadership education; and peer networking opportunities for professionals of color with at least three years of experience. Topics include: problem-solving, goal-setting, mentoring and perspective on corporate life and its universal opportunities and challenges, etc.
  • Everwise Talent – A 12-month professional development program that includes a six-month, one-on-one formal mentoring partnership; in-person networking events and skill-building workshops; access to their software learning engine (providing content that is relevant to individual professional goals and needs); and a personal “career concierge” to help navigate the available development options.
  • Everwise Women – A 12-month professional development program that includes a six-month, one-on-one formal mentoring partnership; in-person networking events and skill-building workshops; facilitated peer groups; access to their software platform providing resources curated to individual goals and needs; and a personal ”career concierge” to help navigate the development experience.
  • Impact Emerging Leaders – Designed to prepare employees for their first managerial role.
  • Impact Leading Others – Designed to prepare managers for future senior leader roles.

Employee Development

  • Strategic Workforce Planning – This team within our Human Resources organization is evaluating the skills, quantity and location of workers we need to drive success. Our initiatives include reskilling workers who have responsibilities that may not be needed in the future and upskilling workers who can advance beyond their current skills.
  • Leader Effectiveness-First Level – Designed to develop newly promoted or newly hired leaders, Allstate’s LE-FL program follows a tiered approach to provide additional training to new leaders as they acclimate to their roles. In the first 90 days, Tier One presents foundational training through video, eLearning, microlearning and job aids. Over the rest of the employee’s first year in leadership, Tier Two incorporates the New Leader Development Studio, described below, as well as the half-day and in-person Leveraging Inclusive Diversity program and other topics delivered through eLearning. In the future, Allstate hopes to launch Tier Three, focused on gaining business and financial acumen and building high-performing teams. The Leader Effectiveness-Mid Level program was launched in 2018.
  • New Leader Development Studio – NLDS targets new leaders who are assuming direct reporting responsibilities for the first time at Allstate. Apart from covering the administrative functions associated with leading a team, NLDS focuses on developing the self-awareness crucial to effective and inspiring leadership, paying special attention to the ability of new leaders to drive results.

Talent Pipeline Programs

  • Executive Development Program – A three-year rotational leadership development program that recruits, selects and develops experienced and diverse general management MBA candidates and helps equip them for success and to potentially become future executives of Allstate. In 2018, EDP had 27 participants.
  • Leadership Development Program – Committed to continuously identifying and developing future leaders. We select recent college graduates with high potential and help equip them for successful futures as leaders at Allstate. In 2018, there were 125 active participants in LDP, in three cohorts.