Inclusive diversity is fundamental to our success and guides the way we approach our work as well as the world around us. There are five key tenets that form our guiding principles around inclusion and diversity.
Our corporate policies and practices related to inclusive diversity guide our leaders. Our Shared Purpose — which outlines Allstate’s vision, corporate goals, values, priorities, and operating and leadership principles — highlights inclusive diversity as one of our five core values. Our employees understand the power of collectively living Our Shared Purpose and use it to guide our business pursuits. Inclusive diversity cascades through all levels of the company and is reinforced in our Global Code of Business Conduct.
Allstate leverages an Enterprise Diversity Leadership Council (EDLC), Employee Resource Groups (ERGs) and Agency Owner Advisory Groups to improve the attraction, retention, development and advancement of diverse talent. 17% of Allstate officers are engaged either as EDLC members or ERG sponsors.
The Enterprise Diversity Leadership Council (EDLC) is made up of senior leaders throughout the enterprise focused on advancing inclusive diversity at Allstate. The EDLC is representative of all lines of the business, provides updates to the CEO and helps drive targeted results for inclusive diversity across the company by:
In recent years, with guidance from the EDLC, Allstate stepped up diversity efforts. In 2016, all business units were required to make inclusive diversity commitments based on their unique diversity needs. In 2019, we revised these commitments to reflect an enterprise-wide strategy. Across the business, we are united in our dedication to continuous improvement of gender and racial/ethnic diversity.
Employee Resource Groups (ERGs) provide an open forum where employees with a shared interest connect, develop and collaborate. Allstate supports and funds 11 ERGs, each with unique value propositions and goals. In 2018, Allstate allocated 47% of our total inclusive diversity budget to ERGs, proof that Allstate financially supports and sees a positive business impact of ERGs and their members.
In 2018, 9,494 Allstaters participated in at least one ERG, where employees can develop themselves professionally and share life experiences inside and outside Allstate. As we increased our focus on the regional distribution of ERGs, we are proud that 56 offices now have at least one active ERG, and 69% of ERG participants are employees who work outside our Northbrook, Illinois, headquarters. In fact, ERG participation in Charlotte, North Carolina, grew 262% in 2018.
ERGs are aligned to the goals of inclusive diversity at Allstate, providing opportunities to support recruitment, retention, development and advancement of diverse talent. ERGs provide specific opportunities as well as partner and collaborate with each other to offer professional development workshops, recruiting events, volunteer projects and mentoring, all open to members and to the Allstate community at large. As a result, ERG participants are more likely to stay with Allstate and be promoted.
Four key elements are vital to ERG success:
To better serve our diverse customer base, we rely on a variety of perspectives from the Agency Executive Council (AEC), National Advisory Board (NAB) and Market Operating Committees (MOC).
We live into Our Shared Purpose every day; our inclusive culture and value for diversity are strengthened through day-to-day activities and standard practices that encourage us to keep the focus on our values.
Allstate embeds members of our Inclusive Diversity team into our talent and succession planning sessions to ensure we combat potential unconscious bias in key decision-making. In early 2019, we invited Inclusive Diversity team members to join our CEO and executive succession planning session. Read more about our talent planning practices in our Workforce section.
By analyzing workforce demographics, we determine the greatest opportunities to bring more diverse talent into the organization and then build recruiting and outreach strategies to target, identify and recruit qualified diverse candidates.
As a key element of our strategy to increase attraction of diverse candidates, Allstate focuses on inclusive hiring practices.
Allstate builds relationships with numerous external organizations to enhance our diverse hiring pipeline:
To ensure Allstate can successfully recruit and hire diverse candidates into the future, we work with programs like Junior Achievement and One Million Degrees that encourage youth empowerment through education (including career programming and mentorship for longer-term pipeline development). We also partner with our Employee Resource Groups to encourage a more diverse referral pipeline for entry-level through executive positions. 2019 saw the launch of the first cohort for a Military Mentorship Program, which ran from May until September.
The Talent Acquisition team has partnered with exclusive agency owner, Exclusive Financial Specialist and licensed sales professional recruiting teams for events held by the National Sales Network and National Black MBA Association. Allstate is also supporting select historically black colleges and universities to attract talent to our sales and entrepreneur career opportunities.
Allstate takes a thorough approach to ensure fairness in our performance and compensation programs, and the Board reviews Allstate’s pay fairness analyses annually.
Allstate has a comprehensive process for ensuring pay equality. The Equal Pay Analysis Process compares the base salary of men and women, nonminorities and minorities within similar jobs and geographic area. It identifies situations where a statistically significant difference in salary or a 5% difference in salary exists. If pay discrepancies are identified, adjustments are made. In the 2018 analysis, we reviewed approximately 34,000 salaries across 3,768 roles. Based on the 2018 analysis, Allstate has no evidence of systemic gender or racial pay discrimination.
We require all new employees to complete inclusive diversity training. We educate our recruiters, managers and hiring managers to foster inclusive hiring and value diversity in the workplace. Training covers a variety of topics, including self-awareness regarding cultural identity and unconscious bias, and provides tools to help employees create a more inclusive environment. Participants complete self-assessments on their level of cross-cultural competency.
In 2018, Allstate launched a new course, Disrupting the Unconscious Bias of Cultural Fit, designed to target ways we may unconsciously label diverse candidates as not “the right fit” for a role. The course presents new ways to evaluate how everyone can add to the organization and create impact. Multiple business units have included this course offering in their leadership training, and more than 800 employees have participated.
In 2018, the inclusive diversity team also launched quarterly Inclusive Conversation events. In the first year, 1,159 Allstaters attended. These conversations help Allstaters build inclusive diversity capabilities, foster more meaningful relationships with their peers, and discuss current, relevant topics like privilege and unconscious bias.
We host diversity programs on critical topics such as gender identity and transitions, religion in the workplace and generational differences. Many of these topics, particularly unconscious bias and leveraging inclusive diversity, are embedded into other management development training and programs throughout the enterprise. To date, nearly 30,000 Allstate employees have participated in inclusive diversity training. In 2018, 9,238 Allstaters participated in inclusive diversity training. Specifically, in 2018, 886 new Claims employees participated in a tailored inclusive diversity training session, and 100% of Allstate Technology & Strategic Ventures directors and investment leaders completed ID training.