Creating opportunities for all employees to thrive and reach their full potential is critical to the success of our business. We believe inclusive diversity contributes to the satisfaction, creativity, innovation, problem-solving ability, engagement and community involvement of employees.

We strive to develop and retain a workforce that mirrors the diversity of the customers and communities we serve. Our approach starts with attracting a diverse workforce that embraces our purpose-driven culture. Our collective differences, backgrounds, educations and cultures create an inclusive environment where diverse perspectives are encouraged and embraced. Allstate is committed to being a force for positive change. We are unique individuals who come together as one team to win the hearts of our customers.

Accountability

Inclusive diversity is a priority at every level of Allstate. To provide oversight on inclusive diversity, Allstate leverages the Enterprise Diversity Leadership Council (EDLC), Employee Resource Groups (ERGs) and Agency Owner Advisory Groups, which improve the attraction, retention, development and advancement of diverse talent. Allstate has 29 officers who are EDLC members and/or ERG sponsors.

Enterprise Diversity Leadership Council

The EDLC is made up of senior leaders throughout the enterprise focused on advancing inclusive diversity at Allstate. The group establishes inclusive diversity commitments in every business unit to promote diversity through talent recruitment and expand the diverse representation of Allstate’s leadership teams. The group periodically provides updates to the CEO. The EDLC helps increase inclusive diversity across the company by:

  • Identifying and prioritizing actions: The EDLC was a catalyst for the creation of inclusive diversity commitments to increase visible leadership commitment and accountability.
  • Taking accountability for achieving target results: The EDLC ensures our inclusive diversity commitments are integrated into business objectives.
  • Ensuring clarity and understanding of the business relevance of inclusive diversity: The EDLC promotes best practices, including integrating communication of commitments with other business priorities; assigning officer sponsors to individual commitments; incorporating commitments into Area Of Responsibility (AOR) goals; and ensuring ERGs are integrated and applied in the context of business priorities.

The EDLC is integral to the implementation of inclusive diversity commitments across the enterprise. These commitments continue to evolve year-over-year under the guidance of the EDLC. In 2019, our commitments reflected an enterprise-wide strategy. Across the business, we are united in our dedication to continuous improvement of gender and racial/ethnic diversity.

Policies and Procedures

Allstate’s corporate policies and practices related to inclusive diversity help guide our daily operations. 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 Shared Purpose is a powerful road map for Allstaters, and we use it in our collective business pursuits. Inclusive diversity applies at all levels of the company and is reinforced in our Global Code of Business Conduct.

Guiding Principles

Inclusive diversity is one of Allstate’s core values. We hold each other accountable to encourage and embrace our collective differences. It’s our individual characteristics, values and beliefs, along with backgrounds and experiences that give us fresh perspective and purpose. We work harder, meet customer needs more effectively, share better, and identify more innovative ideas when we are accepted for who we are by the world around us. Our success comes from a chorus of many different voices. At Allstate, every voice counts.

Employee Resource Groups

It is our mission to provide our employees with a safe, open outlet to connect with colleagues who have common interests, aspirations and backgrounds. Allstate’s Employee Resource Groups (ERGs) help employees build relationships and offer a community for employees to collaborate.

Allstate supports and funds 11 ERGs, each with unique value propositions and goals. In 2019, Allstate allocated 50% of our total inclusive diversity budget to ERGs to demonstrate our commitment to financially supporting the positive impacts of ERGs on our business and member employees.

In 2019, more than 15,400 Allstaters participated in at least one ERG, which provide opportunities to develop professionally and share life experiences inside and outside Allstate. As we increased our focus on the regional distribution of ERGs, we are proud that 224 offices now have at least one active ERG, and 71% of ERG participants are employees who work outside our Northbrook, Illinois headquarters.

ERGs currently at Allstate:

  • Allstate Asian American Network (3AN)
  • African American Working Network (AAWN)
  • Abilities Beyond Limitations and Expectations (ABLE)
  • Allstate Veterans Engagement Team and Supporters (AVETS)
  • Allstate Women’s “I” Network (AWIN)
  • Allstate Foster and Adoption Network (FAN)
  • Intrapreneurs@Allstate (I@A)
  • Professional Latino Allstate Network (PLAN)
  • Allstate PRIDE
  • Parents Working Together (PWT)
  • Young Professionals Organization (YPO)

ERGs help achieve the goals of inclusive diversity at Allstate by providing opportunities to support recruitment, retention, development and advancement of diverse talent. ERGs also offer specific opportunities for employees to partner and collaborate with each other through professional development workshops, recruiting events, volunteer projects and mentoring. ERG activities are open to all members, as well as the broader Allstate community.

Four key elements are vital to ERG success:

  • Careers: Help members enhance their careers through strong professional development and serve as a talent engine for the organization.
  • Commerce: Help drive business results.
  • Culture: Have a positive impact on members by enhancing their sense of pride and community.
  • Community: Focus externally and positively impact their communities.

Programs and Performance

At Allstate, we live Our Shared Purpose every day. Our inclusive culture and emphasis on diversity are strengthened through day-to-day activities and standard practices that encourage us to remain focused on our values.

Talent Planning

Allstate integrates members of our Inclusive Diversity team into our talent and succession planning to prevent potential unconscious biases from impacting decision-making. For example, in 2019, we invited Inclusive Diversity team members to join our CEO and executive succession planning session.

Inclusive Hiring

One key element of increasing our pipeline of diverse candidates is inclusive hiring. We determine the greatest opportunities to bring more diverse talent into the organization by analyzing workforce demographics. Allstate also maintains and builds recruiting and outreach strategies to target, identify and recruit qualified diverse candidates.

Our commitment to inclusive hiring goes beyond our dedicated Diversity Recruiting teams and reaches across our organization where we work to continuously strengthen our partnerships.

Allstate builds relationships with numerous external organizations to enhance the diversity of our hiring pipeline, including but not limited to:

  • AnitaB.org
  • Association of Latino Professionals for America
  • Carolina Women in Tech
  • Chick Tech
  • Disability IN
  • Fleurix
  • Hire G.I.
  • Hire Purpose
  • Hispanic Alliance for Career Enhancement
  • MBA Veterans
  • Military.com
  • National Association of Black Accountants
  • National Association of Hispanic Real Estate Professionals
  • National Black MBA Association
  • National Sales Network
  • National Society of Black Engineers
  • Queen City Bytes
  • RecruitMilitary.com
  • Society of Hispanic Professional Engineers
  • Society of Women Engineers
  • Women Impact Tech
  • Women in Cyber Security

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 initiatives, including career programming and mentorship. We also partner with our Employee Resource Groups to encourage a more diverse referral pipeline for entry-level through executive positions. In 2019, Allstate launched a cohort for a Military Mentorship Program, which ran from May until September.

The Talent Acquisition team has partnered with exclusive agency owners, Exclusive Financial Specialist and licensed sales professional recruiting teams for events held by the National Sales Network and National Black MBA Association. Allstate also supports historically black colleges and universities to attract talent to our sales and entrepreneur career opportunities.

Performance and Pay Practices Review

Allstate thoroughly integrates fairness into our performance and compensation programs, and the Board of Directors reviews Allstate’s pay fairness analyses annually. We are conducting a top-to-bottom review of our operating practices, pay and promotions for people of color and women to further promote equity and equality at Allstate.

Allstate’s Equal Pay Analysis Process compares the base salary of men and women, and nonminorities and minorities within similar jobs and geographic areas. As part of Allstate’s commitment to fair and equitable compensation policies and practices, an internal pay equity analysis is completed on an annual basis, which is reviewed by the Board of Directors. The pay equity analysis compares the base salary of men and women, non-minorities and minorities within similar jobs. If any statistically significant gaps in pay are identified, a remediation plan is established and adjustments are made. In the 2019 Allstate pay equity analysis, 5,783 jobs and pay levels for 43,988 employees were reviewed across the Allstate Family of Companies. Based on the 2019 analysis, Allstate has no evidence of systemic gender or racial pay discrimination.

Inclusive Diversity Training

We educate our recruiters, managers and hiring managers to foster inclusive hiring and value diversity in the workplace. We require all new employees to complete inclusive diversity training. This 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 can 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 the 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 in their leadership training, and approximately 1,000 employees have participated.  Additionally, in 2019 we launched a new series of courses on disability inclusion. We have additional training courses planned for 2020.

We host diversity programs on critical topics such as gender identity, 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, more than 43,000 Allstate employees have participated in inclusive diversity training, including 13,020 in 2019.

Supplier Diversity

In 2019, we spent $311 million with minority-, woman-, veteran-, LGBTQ- and disabled-owned businesses, representing 7% of our total supplier spend of $4.8 billion. To be eligible for our Supplier Diversity Program, a company must provide certification as a minority-, woman-, veteran-, LGBTQ- or disabled-owned business by one of the following councils:

  • National LGBT Chamber of Commerce
  • National Minority Supplier Development Council
  • U.S. Pan Asian American Chamber of Commerce
  • Women’s Business Enterprise National Council
  • Department of Veterans Affairs Center for Veterans Enterprise Vendor Information
  • Disability: IN (formerly known as U.S. Business Leadership Network)

We evaluate progress by measuring our targeted spending in the first five categories listed below. We also measure our inclusive spending in all 13 categories identified by the Small Business Administration as diverse and of special interest in meeting statutory obligations. These include:

  • Minority/woman-owned business enterprises
  • Minority-owned business enterprises
  • Woman-owned business enterprises
  • Lesbian-, gay-, bisexual-, transgender-, questioning-owned business enterprises
  • Disabled business enterprises
  • Disabled veterans business enterprises
  • Disadvantaged business enterprises
  • Historically black colleges and universities
  • Historically underutilized business zone
  • Small Business Administration 8(a) program
  • Small disadvantaged business enterprises
  • Veteran-owned business enterprises
  • Small-business enterprises

Diverse supplier spend as percent of total supplier spending

Supplier diversity spend (Millions of $)

Building Ties with Diverse Groups Through Memberships

Allstate works with select organizations to conduct national benchmarking, connect with diverse suppliers and identify successful practices in supplier diversity. Allstate is a member of the following organizations:

  • National Minority Supplier Development Council
  • Women’s Business Enterprise National Council
  • National Veteran-Owned Business Association
  • National LGBT Chamber of Commerce
  • United States Hispanic Chamber of Commerce
  • U.S. Pan Asian Chamber of Commerce
  • Financial Services Roundtable for Supplier Diversity

Training the Next Generation of Diverse Suppliers

Allstate is committed to helping develop diverse suppliers through our supplier diversity initiatives. Every year, we host the Allstate Supplier Diversity Exchange (Exchange), which gives diverse suppliers and startups the opportunity to network with key Allstate decision-makers and our major suppliers and strategic partners. The program is mutually beneficial: Allstate helps support businesses in underserved areas, and participating companies become better positioned to compete for contracts.

Since the Exchange started, more than 550 businesses have attended, and Allstate has spent over $850 million with diverse suppliers that participated. While attendance at the Exchange does not guarantee business, more than 100 participants have had the opportunity to compete for Allstate’s business, with over 50% having been awarded contracts. In 2019, 45 businesses attended the Exchange.

Allstate Mentoring Program

The Allstate Mentoring Program is designed to help diverse business owners strengthen and grow their companies. Participants are matched with Allstate executives whose expertise is aligned with the developmental need of the business owner. This 12-month program involves a series of live sessions and webinars focused on leadership and employee development, financial management, sales and marketing, and technology enhancement.

Looking Ahead

Given the recent national focus on ongoing, systemic inequality and racial injustice in the U.S., the Inclusive Diversity team is continuing to look for ways to build awareness and drive action. Since the start of public protests in May 2020, Allstate has:

  • Launched an Anti-Racism Resource Center for employees.
  • Added virtual “inclusive conversations” series on an enterprise level and across departments, building off themes of racial inequality, allyship, privilege and other relevant topics.
  • Supported leadership messaging through consultation, coaching and resource allocation.
  • Partnered with Employee Resource Groups to offer additional support for marginalized groups, including “employee listening” series, as well as built resiliency plans for those struggling with mental health issues due to racial trauma, PTSD and COVID-19.

More work around this issue is being done and will be included in future reports.