At Allstate, we believe that when your passion fuels your purpose, you can achieve anything. Our six Leadership Principles apply to every employee and form the basis for all performance and development conversations. We expect all employees to be leaders and dedicate extensive resources to developing leaders at all levels.


We define culture as a self-sustaining system of shared values, principles and priorities that drives positive behavior and influences decision-making within an organization. In 2019, company culture was elevated to one of six key risk categories overseen by the Allstate Board of Directors. Through work across our operations, our Human Resources team ensures a strong commitment to our culture through the growth and development of our talent.

Our employee 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.

Policies and Procedures

Leadership Principles

Allstate has six Leadership Principles, developed with input from Allstaters. They define our culture and drive our business results. These principles are embedded in talent recruitment, management and development. We strive for our employees to align their personal purpose with the Leadership Principles, and that brings Our Shared Purpose to life.

  • We’re here to serve. We are here to serve and we care – a lot. It’s at the heart of everything we do here at Allstate. We make a conscious choice to lead by serving our customers, communities and each other.
  • We win together. We expect to win. When we work toward the same mission, leverage each other’s unique strengths and focus on what’s best for our business, we win. Leaders think broadly about the impact of decisions and inspire others to action. We are a part of the Allstate team – and know when to lead and when to follow. Taking time to help other areas of the company makes us all better. We are one team – one Allstate. Hierarchy has no place at Allstate. Everybody is a leader.
  • We drive results. We are dedicated to getting the right things done well and quickly. That takes ownership and focus on the things that will have the greatest impact. We are willing to make the tough calls and move forward.
  • We’re transparent. We openly discuss the rationale for our decisions. We know that being authentic, ethical and empathetic in all of our interactions will pave the way for transparency and trust in our decisions. We value and encourage calculated risk-taking and learn from our successes and mistakes.
  • We continuously get better. We start by asking, “Why?” We are always looking for ways to continuously improve. We are externally aware and aren’t afraid to speak up, try new things and challenge the status quo. The best teams are open to possibilities. We seek out perspectives different than our own, so we can make smart decisions quickly. This is how we learn, grow and succeed.
  • We develop each other. Leaders are continuously growing and learning, both personally and professionally. We challenge and stretch ourselves. We take seriously our role in coaching others regardless of levels. Critical conversations help us grow, achieve our potential and perform better. We develop future leaders for the organization.

Programs and Performance

Career Management

Each employee receives an annual performance review, with additional performance conversations taking place throughout the year. During these formal and informal check-ins, 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 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 an online portal with tools and resources to help employees set career goals. We have modules that help employees 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. Additionally, employees have access to edX courses from leading institutions and professors to help develop critical business skills needed for the future of work. This includes coursework on data analysis, business management and change agility.

In 2019, Allstate held quarterly Skill Builders series for leadership and a Global Learning Week 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. Learning sessions for both programs covered five critical skills (change agility, product mindset, experimental mindset, customer focus and design thinking) for our employees’ futures, improving employability inside and outside of Allstate.

More than 1,600 leaders attended Skill Builders, and more than 6,100 employees participated in Global Learning Week. We received positive feedback from participants. 72% of leaders planned to use more than half of their learning from the Skill Builders sessions on the job. 81% of Global Learning Week participants told us they gained knowledge or skills that would help them be more successful.

Metric 2015 2016 2017 2018 2019
# of completed courses 272,581 326,439 279,843 367,837 451,491
# of unique learners 39,327 40,956 41,934 44,268 37,241
# of hours of learning 622,031 436,993 348,370 465,749 389,918

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 on the future needs of our business and the marketplace.

Tuition Reimbursement

Allstate offers tuition reimbursement to employees for a college degree, an advanced degree or an additional degree. All active full-time and part-time employees may apply, and course or degree eligibility is job-related and Allstate career path-related. We offer up to $5,250 per employee per year.

Metric 2015 2016 2017 2018 2019
# of participating employees 957 1,181 1,064 937 1,176
$ tuition reimbursement paid $3.3M $3.5M $3.7M $3.6M $3.7M

Enterprise Talent Market and Talent Share

With 45,780 full-time and 510 part-time global employees at Allstate, there is no better place to begin the hiring process than within our organization. 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 2019
% internal placement rate 43% 33% 43% 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 department 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.
  • Allstate’s Claims department uses a state-of-the-art Learning Lab to help new Claims employees gain interactive experience to make sure they are equipped to complete job responsibilities. Our custom simulation trains employees in the 10 most common auto and property inquiries. This multistep 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.
  • 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, and takes participants through a three-step model for performance, career development and engagement conversations. The course enables employees to have more effective conversations with peers, direct reports and managers.

Metric 2015 2016 2017 2018 2019
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% 80%
Inspire survey results: “I am empowered to pursue development opportunities” N/A N/A 79% 81% 87%

Note: In 2019, the second question was phrased: “My immediate manager actively provides encouragement and time for me to participate in development opportunities.”

Targeted Leadership Development

We offer additional support to employees we identify as being part of top talent within the company to ensure successful transitions as their responsibilities increase, such as when they are newly promoted into management roles. Top talent programs include Power of MInD and external mentoring programs.

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 take part in 1:1s, mentoring circles, and a program conference, as well as a 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 that 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 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, number and location of workers we need to succeed. 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. This program was sunset August 2019 and is being replaced in 2020 with updated, on demand management and leadership essentials curriculum.
  • 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 2019, EDP had 19 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 2019, there were 92 active participants in LDP, in three cohorts.