Organizational culture

As we accelerate Transformative Growth, we remain focused on how we recruit, retain, develop and engage employees, with organizational culture included as a key risk category overseen by the Allstate Board of Directors.

Having an engaged, empowered and diverse workforce is critical to Allstate's success. Allstate has given employees the choice to work remotely, investing in additional training and focusing communication on professional development and personal well-being. A company's culture is a self-sustaining system of shared values, principles and priorities that shape beliefs, drive behaviors and influence decision-making. In 2022, Allstate's People Experience and Culture teams gathered employee feedback, assessed employee journeys and developed employee personas to revise our Employee Value Proposition. This work prepared Allstate to align working capital decisions with our value proposition focused on connection and belonging, learning and growing, and making an impact.

Allstate also devotes resources to occupational health and safety and benefits programs to support employees' physical health, financial security, personal well-being and work-life balance.

Our Human Resources team, led by the chief human resources officer, ensures a strong commitment to culture through teams focused on Allstate's Culture and Employee Experience. We empower employees with flexibility and choice in both professional and personal development.

Allstate's Enterprise Workforce Safety Committee also meets regularly to discuss safety issues across the enterprise and includes representatives from several departments demonstrating executive alignment. These meetings also include reviewing documented health and safety trends and concerns to determine areas of improvement or planned remedial actions. Employees are encouraged to ask questions or raise concerns and have many avenues to do so, including AskHR, which is a dedicated line, contacting Allstate's Environmental and Safety team or Human Resources by phone, email or chat, and Speak Up, the 24/7 independent and confidential process for reporting ethics concerns.

Talent review and succession planning

Allstate's breadth and depth of talent is critical to achieving Our Shared Purpose. The Board reviews senior leadership and CEO succession from both an enterprise and individual perspective in multiple sessions throughout the year with rotating areas of focus each quarter.

  April July September November
Topic CEO succession planning Organizational health and pay fairness analyses — how the organization recruits, develops and retains people, including its IDE commitments Senior leadership succession alternatives CEO and senior leadership scenario succession planning
Focus Internal succession alternatives across multiple time periods — immediate, less than 2 years, and 3-5 years. Alternatives are evaluated under different strategic and operating scenarios. Systemic approach to talent acquisition, development and retention. Key leader development and retention Board dialogue in advance of unexpected succession issues

Our Shared Purpose

Everything we do is grounded in a shared purpose of empowering customers with protection to help them achieve their hopes and dreams. When we refreshed Our Shared Purpose in 2021, culture transformation was highlighted to achieve business growth and change. In 2022, Allstate continued to refine our implementation of the culture roadmap. We have equipped leaders and all employees with the tools to apply our behaviors and make an impact on customers.

Helping you live a life well protected

Our Shared Purpose is about putting people first and discovering innovative ways to connect with our customers, communities and each other.

See Our Shared Purpose

Blue Allstate Good Hands logo

Culture and Employee Value Proposition

As we accelerate Transformative Growth, we are focusing on how we recruit, retain, develop and engage employees. Organizational culture is included as a key risk category overseen by the Board. In 2022, Allstate's culture and Employee Value Proposition team continued the work to formalize our approach to culture change and provide a research-based view of improving the employee experience.

The Learning and Performance teams delivered live sessions to connect goal setting and feedback to more continuous performance approaches, contributing to clarity. Pilot teams helped us test and revise a decision clarity framework. The new DRIVE framework enables faster and clearer decision-making. It is supported with monthly live learning sessions, on-demand e-learning, videos, reference documents and tools to support transparent decision-making. In 2022, a community of practice was established to enable employees to learn from each other. Similarly, for each of the behaviors, we created resources that address the unique challenges and strengths of Allstaters. To address feedback, we adopted the universal framework, FUEL, and built it into our performance approaches, education and development. We implemented better Collaboration strategies based on the input of employees. In 2023, Allstate plans to spotlight and provide guidance on enhancing our environment of trust and safety to empower employees to CHALLENGE ideas.

The future workplace

Allstate's aims to maintain a safe and healthy workplace while avoiding risk and remaining in regulatory compliance. This is accomplished through occupational health and safety programs, policies, and best practices and additional programs that support employees' physical health, mental health, financial security, resilience, stress management and work-life balance. We are committed to ensuring the health and safety of all our people, contractors, and partners and we strive to continually improve our health and safety performance, programs, and practices. Our health and safety management and policies guide Allstate's prioritization of actions and drive continuous improvement of our health and safety programs.

As a primarily office-based organization, our safety training, ergonomics, and contractor safety efforts help us manage our largest impacts. The Allstate health and safety policies are further elaborated within the Allstate Safety Plan Manual which provide instructions on Allstate's policy, best practices, and compliance with applicable Federal, State, and Local regulations. The Allstate Safety Plan Manual is reviewed and updated as needed and is available to all employees. Topics covered in our Safety Plan Manual include:

  • Allstate General Work Area Safety Standard
  • Asbestos Exposure Prevention Standard
  • Bloodborne Pathogens Control Standard
  • Chemical Emergency Response Standard
  • Chemical Hazard Communication Standard
  • Computer Uses Ergonomics Standard
  • Confined Space Entry Standard
  • Electrical Safe Work Practices Standard
  • Fire Protection Impairment Standard
  • Fitness Facilities Safety Standard
  • Hearing Conservation Standard
  • Hot Work Safety Standard
  • Indoor Air Quality Standard
  • Industrial Ergonomics Evaluation Standard
  • Job Hazard Analysis Standard
  • Lockout Tagout Standard
  • Machine Tool Safety Standard
  • OSHA Injury Illness Recordkeeping Standard
  • OSHA Investigations Standard
  • State Specific OSHA Injury Prevention Program Standards
  • Personal Protective Equipment Standard
  • Powered Industrial Trucks Standard
  • Respiratory Protection Standard
  • Safety Training Documentation Standard
  • Allstate Claims Safety Manual

Safety training and education

Although Allstate is primarily an office environment with relatively minimal health and safety risks, we do have employees that require targeted safety training specific to their roles or work environment at Allstate. These include but are not limited to our communications center, service centers, print center, aviation department, field adjusters, facility managers, security, and engineering employees. While not all employees require targeted safety training, safety training is offered to them through other means. Allstate provides virtual safety presentations, available to all employees, that cover topics and tips that are applicable for home and the office are provided on a bi-weekly basis. In addition, weekly safety bulletins are posted for all employees providing tips for relevant health and safety topics for the week, not just for work, but education employees can apply to their home and personal lives. This targeted safety training, biweekly safety sessions, and weekly safety bulletins are done not only to comply with applicable regulations, but to create a safety mindset and culture for our employees to apply while at work and in their personal lives.

Workplace violence prevention is a topic that Allstate believes all employees should be trained to know what to do if a situation occurs in the workplace. In 2022, employees participated in online training for workplace violence prevention. Every new U.S. employee completes the following online modules: Your Role in Workplace Violence Prevention, Gatekeeper Safety and Responding to an Armed Attack.

Allstate provides employees annual training that exceeds requirements set by the Occupational Health and Safety Administration. In 2022, Allstate provided targeted safety training to 584 employees. Allstate provides weekly Safety Food for Thought articles and biweekly virtual safety presentations to all employees. These include health and safety topics, not just for work, but education employees can apply to their home and personal lives.

Monitoring and audits

Allstate has safety risk assessments performed at our facilities at a minimum annually. These assessments are designed to not just identify and correct potential safety hazards, but to educate employees in the facility on why items are considered safety hazards and come alongside them to promote a safe and healthy facility environment. In addition, we perform and document periodic safety observations of employees who work in higher-hazard environments to ensure they do their tasks correctly and are complying with the Allstate and applicable regulatory policies and procedures.

If work-related injuries, illness, or incidents occur, Allstate has procedures in place to investigate, remediate, document, and respond.

Metric 2020 2021 2022
Number of employees receiving targeted safety training 604 613 584
Number of safety risk assessments 2 [1] 14 19

[1] Safety audits were paused in March 2020 due to the COVID-19 pandemic.

Safety equipment

Allstate provides personal protective equipment to employees based on their job duties and requirements. Allstate also provides automated external defibrillators (AEDs) at our facility locations. This life saving equipment supports Allstate's commitment to employee welfare throughout the enterprise. As part of Allstate's AED program, we provide CPR and AED training to employees upon request. Additionally, all locations have fire extinguishers. There were 342 automated external defibrillators (AEDs) installed across our locations in 2022. We also continue to monitor each AED to ensure replacement pads and batteries ship automatically before they expire. Portable extinguishers are evaluated every year, with additional monthly quick checks.

Contractor safety

OSHA requires building owners to ensure safety compliance at their facilities. We expect all vendor partners to comply with OSHA 29 CFR 1910 (general industry), 1926 (construction) and NFPA 70E (electrical safety) guidelines. OSHA standards require extensive protective measures to minimize risks of incidents like falls, chemical spills or fires. They also ensure safety precautions when working on ladders, stairs or in confined spaces. Compliance documentation is required from our vendor partners and their subcontractors and is incorporated into our working agreements.

Operational Preparedness

Adequate disaster preparedness is vital for Allstate's success. To ensure an appropriate level of preparedness, Allstate has a robust Business Continuity Program. The Program is governed by the Enterprise Risk and Return Council, a management committee that comprises Allstate's senior leadership, to ensure consistent standards are upheld across the enterprise. Business Continuity Management (BCM) requirements are stipulated in the Business Continuity Policy.

Business Continuity Policy (BCP)

Allstate's Business Continuity Policy is designed to be applied across the enterprise. The Policy is a foundation for more detailed standards and processes (BCM plans) that are used to manage business continuity throughout the enterprise. The BCP sets out a holistic framework built around using business impact analyses to ensure operational resilience. It defines the BCM Framework that sets forth objectives, roles and responsibilities, and expectations for compliance. The Policy establishes:

  • BCM roles and responsibilities for key stakeholders and committees (e.g., Crisis Management Team) and key BCM activities.
  • Business impact analyses to identify potential threats to Allstate, the impacts to business operations those threats, if realized, might cause, and provides a framework for building organizational resilience with capability of an effective response that safeguards the interests of its key stakeholders such as customers, reputation, brand and value-creating activities.
  • A basis for transparency and continuous improvement by embedding a business continuity management culture of identifying, measuring, managing, monitoring and reporting business continuity capabilities across the enterprise.
  • The purpose, scope and objectives for managing business continuity.
  • A standard definition, common language, and consistent understanding of business continuity.
  • A consistent framework and set of standards to identify, review, mature, manage, monitor, and report business continuity effectiveness.
  • Accountabilities to ensure consistent standards are upheld across the enterprise.

Notable provisions of the BCP include:

  • A supplier business continuity assessment is required for all suppliers associated to a business continuity plan. Suppliers that do not meet the minimum defined threshold are not considered viable suppliers to support the business process and a better equipped supplier is selected to ensure resiliency.
  • All technology applications associated to a business continuity plan have a technology gap assessment performed on an annual basis to identify and remediate any gaps related to Recovery Time Objectives.
  • Recovery Team members contact information is documented in the plan. In addition, the business continuity plans are supplemented by the enterprise Crisis Management Plan.

Allstate has business continuity plans in place that are designed assuming the following worst-case scenarios and should be adapted for less catastrophic incidents:

  • Loss of Location and/or Facility:
    • The location where a Home-Based Workers reside may be unavailable for up to 90 days (regional or localized impact)
    • The facility may be unavailable for up to 90 days-A single location loss as well as concurrent multiple location losses should be considered (offshore and onshore)
  • Loss of Personnel:
    • Up to 40% of your staff, across concurrent locations, will be unavailable for up to 90 days, (onshore and offshore), including some key personnel
  • Loss of Data/Systems:
    • Critical data or systems will be unavailable for up to 72 hours
  • Loss of 3rd Party Supplier/Vendor:
    • Critical Supplier/Vendor may have been impacted by the disaster and their services are unavailable up to 30 days
  • Loss of Critical Resource/Equipment:
    • Any documents or data not stored at an offsite location will not be available
    • Loss of essential equipment: (computers/laptops, headsets, scanners, mail equipment etc.)

Plans are tested regularly based on various loss scenarios to ensure business process recovery within designated recovery time objectives. Because of their extreme nature, these scenarios are considered unlikely to occur. As such, the BCM plans have in-built flexibility which allows for the plans to be adapted for less extreme events.

Crisis Management Team (CMT)

The Crisis Management Team (CMT) anticipates, prepares for and helps manage the Company's response during a crisis. The team manages communications and coordinates action to mitigate the effects on Allstate's workforce, business operations, technology, security and/or reputation. The CMT maintains close relationships with various groups across the enterprise that are involved in Allstate's crisis responses. The enterprise Chief Risk Officer is the executive sponsor of the CMT and includes leaders from the following areas:

  • Human Resources
  • Compliance
  • Information Security
  • Law & Regulation (which include Privacy)
  • Administration & Real Estate (which includes Physical Security)
  • Allstate Enterprise Services (AES)
  • Enterprise Risk & Return (which includes Business Continuity Management and Crisis Management)

The role of each CMT member is critical to the success of Allstate's Business Recovery/Disaster Recovery program and includes, but is not limited to the following:

  • Maintain a single point of communication with senior leadership
  • Upon declaration of an "official" crisis by the CMT, senior leaders will be notified by CMT Lead or other designated persons
  • Direct/coordinate proactive measures to ensure a consistent ability to respond to a crisis
  • Maintain organizational awareness of crisis preparedness and actions through ongoing communication and training programs
  • Promote business and technology recovery preparedness
  • Establish processes that integrate crisis management activities across the enterprise
  • Protect and enhance the company's reputation across its stakeholders: customers, consumers, agency owners, employees, investors, policymakers and opinion leaders
  • Share organizational learnings from incidents and response

Emergency Response Team (ERT)

To ensure Allstate offices are prepared in the event of a major critical incident, locations have established Emergency Response Teams (ERT). The ERT is an integral part of the BC/CMT response/recovery process and work in coordination with those teams in response to incidents. The overall role of the on-site ERT is to prepare for—and possibly prevent—unexpected major critical incidents, which have the potential for causing harm to Allstate employees, suppliers, customers, visitors, and offices. This team will prepare, test, and activate emergency response plans that first and foremost ensure human safety and mitigate damage to the location.


Allstate uses multiple communication strategies and channels under normal circumstances and as well as under disaster scenarios. The actual strategy and channels used are selected based on circumstances. The stakeholders covered by the communications also depend on the scenario. As such, regulatory authorities, customers, and suppliers, for instance, are included as warranted.

The BCP establishes the following channels:

  • Site-specific ERT Team Activation: ERT Teams are site established response team that will convene virtually or assembled per site. The ERT determines communication cadence, frequency based on timing of disruptive event and stakeholders needed to respond to the incident. Depending on the nature of the event some ERTs may not need to be engaged. Emergency Management/Crisis Management will help coordinate regional events that involve multiple ERTs/Offices.
  • Crisis Communication Plan: The Crisis Communication Plan establishes communication procedures to be followed when coordinating, developing, and making crisis-related communications.

Planning and recruitment

Before an Allstater joins our team, we use data and technology to know when, where and who we need to hire. With the rise of remote work, our online learning platforms for hiring and onboarding have been critical to our success in planning and recruitment. In 2022, we developed explicit roadmaps for using talent identification technology to ensure we are selecting the right talent for roles and eliminating bias from the process. In 2023, we will select a vendor for an AI-driven talent intelligence platform that will accelerate our ability to accurately identify talent, grow their skills, and connect them to meaningful work and opportunities. We will launch it in phases throughout 2023 and 2024.

Enterprise Talent Market And Talent Share

With approximately 54,000 full-time and 500 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. Allstate employees are empowered to apply to any open positions in departments across the company. In 2022, 40% of job vacancies were filled internally. Allstate India supports employees with similar efforts.

Good Start

Based on feedback from new hires, we revised new employee orientation to ensure a better sense of belonging and connection for new Allstate employees. This means they get a consistent message with content focused on Allstate culture and strategy to help make onboarding easier for leaders.

The employee orientation program, called Good Start, includes courses, resources and tools that:

  • Create a consistent orientation experience for all new employees.
  • Help employees connect to the company's culture and business strategy and understand essential processes over 60 days.
  • Allow learning teams and people leaders to focus on role, team and area of responsibility onboarding.

Good Start introduces learning and development from the onset of an employee journey. New employee engagement increased from 80% in 2021 to 87% in 2022.

We have made numerous enhancements to this program since its launch in 2020. Some of these enhancements include:

  • Rewarding new employees with Allstate swag as they complete sections of the program.
  • Designing a checklist that helps employees understand the priorities of the program.
  • Creating a communication channel for new employees to openly inquire and engage with other new employees.
  • Expanding e-learning courses, video tutorials and simulations.
  • Providing real-time resources such as AskHR and IT so employees can ask questions on demand.

Work flexibility and remote working

The future of work is here and it's flexible. Allstate continues to empower employees to choose how and where they work – with most opting for hybrid or remote – and provide them with the equipment they need to be productive. These practices promote employees' well-being and feelings of connection and inclusion. Allstate will continue to have a distributed work model. We make it easy for employees to work from anywhere – office, home or hybrid. Allstate is investing in physical work spaces to make it easier for people to connect when they come into the office. The company has created a position in Human Resources to help Allstate stay at the forefront of the work-from-anywhere strategy.

Flexibility makes Allstate an attractive employer. Many Allstate employees already had flexible work options, but the COVID-19 pandemic demonstrated just how flexible work can be. When the pandemic started, we transitioned 95% of our workforce to remote work in just one weekend. We've invested over $9 million to ensure our employees remain supported in a remote environment.

To reduce our real estate, Allstate sold the Northbrook, Illinois, home office. In May 2022, we opened a new, smaller office space in Northbrook, across the street from our longtime headquarters. We also have office space in two buildings in downtown Chicago and in other U.S. and global locations. These spaces give employees the option to work and collaborate in an office when it makes sense.

Inspire Survey

Allstate and its family of companies all received the Inspire Survey in 2022 and 71% of eligible employees responded. We examined the Inspire Survey results by race/ethnicity, gender and tenure to identify opportunities to support specific groups. We also incorporate metrics from the Inspire Survey throughout this report, as evidence of strong employee engagement and effective talent management.

Career management

Each employee receives an annual performance review, with more performance conversations throughout the year to provide the employee and manager opportunities to discuss goals, career development and share two-way feedback.

Our Enterprise Learning and Development team has done extensive internal and external research to help us understand how our current HR practices helped or hindered Allstaters' progress.

Performance management conversations

We regularly review and communicate resources for employees and managers to facilitate ongoing conversations about performance management and development.

In 2021, we launched Performance Enablement Sessions to help new and tenured employees navigate performance reviews. In 2022, we launched two enhanced performance tools to help with feedback requests, tracking progress on goals and creating discussion notes for check-in conversations. Leaders were given additional tools on coaching, discussions and development resources to help employees grow.

In 2022, we continued to see an increase in the percentage of employees reporting that senior leaders are role models for Allstate's values and that their immediate managers create an environment of trust based on results from the Inspire Survey.

Metric 2020 2021 2022
% favorable response to: “Senior Leadership in my business area are role models for the core values of [Company].” 83% 79% 83%
% favorable response to: “My immediate manager actively creates an environment of trust.” 84% 91% 92%

Additionally, Allstate is launching a new listening strategy that will incorporate quarterly Engagement Pulse surveys beginning in 2023 to measure, track and influence key priorities for the company (including leadership effectiveness and IDE). These pulses will inform a redesigned annual survey that will have a greater emphasis on actionable content for leaders.

Enterprise learning and development

Allstate's employability strategy

Key aspects of our employability strategy:

  • Assess and update Allstate's learning resources for the workforce to meet the demands of the industry.
  • Help business units gain insight into their skill makeup and gaps.
  • Refine the performance management process so it adheres to the agile business model and the goals of the Transformative Growth strategy.
  • Provide easier access for employees to seek career opportunities to apply or acquire knowledge.

Enterprise Learning and Development works with Strategic Workforce Planning to build market-ready capabilities for employees and create opportunities within the company. This prepares employees for future opportunities. It also helps us identify talent gaps and geolocational opportunities for recruiting, retention and development of employees for the needs of tomorrow. Many of the following learning resources are provided not only to Allstate employees in the United States, but also to Allstate India employees and to employees of our subsidiaries.

Continued learning

In 2022, our Degreed program continued to provide Allstaters with learning opportunities to support Transformative Growth. Degreed consolidates content from internal platforms and third-party vendors, including LinkedIn Learning and edX in 2022, as well as Harvard Business Review, GetAbstract and O'Reilly Books. This simplifies skill-building and provides insights on further development. Based on feedback from employees and leadership, the launch of Degreed and the rollout of core capabilities helped employees develop professional skills and better understand what skills are needed for the future.

Metric 2020 2021* 2022*
# of completed courses 707,985 1,097,753 1,130,062
# of unique learners 39,050 47,585 35,882
# of hours of learning** 19,010 509,523 469,172

** In 2022, our process changed for calculating how reading books translates to learning hours. When a book is read, learning hours are calculated using the standard 250 words per minute to determine total time of learning. Prior period hours were restated to conform to the updated methodology. Degreed did not provide duration data in 2020.


In 2022, we launched Degreed pathways to help employees learn and apply market-ready skills: Innovation, Change Agility, Customer Focus, Agile Work, Virtual Work, Data Analysis and Introduction to Programming Languages. Allstaters completed 596 micro-credential courses in 2022, 46% more than in 2021.

Tuition assistance

Allstate offers tuition reimbursement to all employees for undergraduate, graduate and doctoral college degree programs. In 2022, Allstate provided $2.6 million in financial assistance to over 700 employees who participated, and we celebrated nine graduations (five with undergraduate degrees and four with graduate degrees). To support engagement with this program, there were 971 academic advising sessions held to help participants select the right school and degree to meet their career objectives and financial needs. Offering this assistance to employees develops our talent, addresses financial inequity and helps us become a more attractive employer.

Metric 2020 2021 2022
# of participating employees 702 734 720
$ tuition reimbursement paid $3.3M $2.9M $2.6M

Free for Me

Allstate's Free for Me pilot program prepays tuition expenses for participants to ensure employees have zero out-of-pocket expenses. By paying in advance, Free for Me makes tuition assistance more accessible to participating pilot employees, including non-exempt employees. After a successful start at two of Allstate's largest call center departments in 2022, the pilot program ended in 2022, and the prepayment features of the Free for Me program will subsequently be fully implemented in 2023. All active full-time and active regular part-time employees may apply to take courses eligible for tuition assistance.

Bright Horizons EdAssist

In 2022, Enterprise Learning and Development continued to work with Bright Horizons EdAssist Solutions and universities to help Allstaters get college credit for the learning and development hours spent on the job. This made it easier and more affordable for Allstaters to earn a college degree.

Choice Dollars

The Choice Dollars program empowers Allstaters to decide how to allocate their corporate benefits based on their needs and circumstances. Choice Dollars are applied to each paycheck toward the cost of employee benefits. If the benefits selected cost more than the offered Choice Dollars, the employee pays the additional cost through payroll deduction. If the benefits selected are less than the offered Choice Dollars, any remaining Choice Dollars are paid to the employee in cash via payroll. For example, Allstaters under 26 may use Choice Dollars to start building their 401(k). An interactive guide helps Allstaters select from a menu of benefits options, including:

  • Medical plan
  • Dental plan
  • Vision plan
  • Contributions toward health savings account (HSA), flexible spending account (FSA) or 401(k) plan
  • Identity protection
  • Life insurance
  • Buying additional paid time off (PTO)
  • Accidental death and dismemberment (AD&D)
  • Long-term disability
  • Group hospital insurance
  • Group critical illness insurance
  • Group accident indemnity insurance
  • Group legal

Allstate offers the following benefits at no cost to employees:

  • Pension
  • 401(k) match
  • Paid time off
  • Holiday pay
  • Short-term disability
  • Workers' compensation
  • Paid parental leave (In 2023, we increased the time for paid parental leave to six weeks. It is in addition to six weeks short-term disability for birth mothers.)
  • Well-being programs

Spring Health

In 2022, Allstate launched Spring Health, a mental health and emotional well-being benefit integrated into its medical plans. When employees complete a short mental health assessment, Spring Health recommends a care plan for the individual's needs. Spring Health also provides confidential services to each family member.

Spring Health offers unlimited access to in-network coaching and medication management for up to six therapy sessions beyond the six Allstate-sponsored sessions. Allstate employees can access an app with well-being tools such as meditation exercises.

Allstate Good Life®

Through our Good Life well-being programs, we have a network of approximately 200 Well-being Champions who help create a culture of well-being. We conduct well-being assessments to help determine which services, programs and benefits to offer our workforce, in addition to helping Allstaters make health and wellness decisions that are right for them. The assessment asks about physical, emotional, mental and financial well-being. The figure below illustrates the various themes that were captured from our wellness listening sessions. Allstate's Well-being Champion Community provides a grassroots approach to well-being and in 2022, they supported 42 Thrive Book Clubs. Successful well-being programs require both formal and informal marketing. Our Well-being Champions ensure employees are educated and empowered to access well-being benefits. They share information about events, host seminars, host book clubs, and create fitness and habit challenges for those they support.

Energy for Life (EFL)

Energy for Life is centered on purpose, resilience and stress management programs to improve employee mental and physical well-being, including a wellness workshop to help employees articulate and pursue their individual purpose. The program is offered company-wide and includes Allstate India and Allstate Northern Ireland employees, in addition to employees located in the United States. EFL is based on principles learned from more than 30 years of research on human energy by the Human Performance Institute.

In 2022, Allstate added two hour long EFL courses: Living Your Why and Business of Movement. In 2022, Allstaters in the United States, Northern Ireland and India completed 11,639 EFL courses. As of Dec. 31, 2022, 48% of active employees and 58% of active managers had completed at least one Energy for Life course.

All Mama

Allstate India offers a motherhood benefit, the All Mama, to support its women employees during and after pregnancy. Facilitated by an external vendor, Allstate India's 18-month program facilitates a smooth transition into motherhood followed by a return to work.

Virgin Pulse and RethinkCare

The COVID-19 pandemic continues to affect employee stress levels at work and at home. As part of our Virgin Pulse partnership, Allstate provides access to the resilience and stress management tool RethinkCare, which has digital programs to improve employee well-being. Its microlearning sessions are backed by neuroscience to support mindfulness, emotional intelligence and positive psychology. The sessions include Mindfulness 101, Yoga 101, Emotional Intelligence 101 and more. In 2022, Allstate expanded access to the RethinkCare library from less than 30 to more than 2,000 resources across a broader range of topics. We also expanded the limited 101 training. This resulted in a 128% increase in sessions completed in 2022 compared with 2021. In 2022, Allstaters completed 186,468 RethinkCare sessions, with 1.6 million minutes spent in RethinkCare training.

Thrive programs

Our Thrive programs promote dialogue, engagement, connection, awareness and behavior change related to holistic well-being with an emphasis on mental health. In 2022, more than 4,993 unique employees participated in our live Thrive Talk self-care programming. Many employees participated on more than one occasion, totaling 16,336 attendees of Thrive Talk sessions throughout the year. We saw an average of 67 employees participate in our free weekly virtual yoga and meditation classes in 2022.

Financial security

Money Talks

Supporting Allstate's commitment to employee financial fitness, we provide virtual financial well-being seminars throughout the year known as Money Talks. In 2022, 3,034 employees virtually attended sessions on personal finance and self-care, including staying on track financially, realizing the power of your personal money beliefs, supporting the college admissions process and saving.

Goldman Sachs Ayco

In April 2022, Allstate launched Goldman Sachs Ayco, which offers a personalized financial well-being assessment, online platform with goal setting, linking account capabilities, and financial coaches to help employees achieve their personal financial goals.

Healthy building environments

Indoor air quality

Most people spend about 90% of their time indoors. Small improvements in the overall quality of indoor environments can have meaningful impacts on health, cognitive function and well-being.

Allstate has an active and comprehensive indoor air quality (IAQ) program. We conduct IAQ surveys at each location every two to four years to assure healthy buildings and to meet Allstate's IAQ comfort guidelines. Allstate developed these guidelines to meet or exceed applicable Occupational Safety and Health Administration and American Society of Heating, Refrigerating and Air-Conditioning Engineers standards for indoor air quality.

In some locations, we implement indoor environment guidelines to provide healthy workplaces for employees and guests. As Allstate builds new locations, we strive to align with certifications like Leadership in Energy and Environmental Design.The Allstate Administration and Real Estate department leads several other initiatives to ensure a safe environment for employees and protection of the natural environment. For example, each year the team leads asbestos awareness training and spill plan control and countermeasures training sessions for facility-related employees. An online portal tracks which employees get safety training.


LEED provides a framework for the implementation of sustainable, healthy and equitable elements in building design, construction and remodeling. The LEED certification helps recognize "green" buildings that have achieved high standards in these areas. As of Dec. 31, 2022, Allstate leased or owned more than 694,000 square feet of LEED-certified space. As Allstate builds or purchases new spaces, we strive to build to LEED standards or lease LEED-certified spaces. In 2022, we added more than 229,000 square feet of LEED-certified space to our portfolio, compared to year-end 2021.

Department-specific development

While companywide training is important to create a unified culture and promote general expertise, we also promote department-specific expertise in areas such as asset management, claims and machine learning. A few examples:

As a founding partner of the Asset Manager Diversity Accelerator (AMDA) program alongside William Blair and LGIM America, Allstate provides a two-year rotational development program to support diverse and under-represented job seekers. In 2022, Claims Learning and Development (CLD) continued offering courses for auto estimating and property estimating. The fully immersive simulation models three loss types – fire, water and wind/hail. The learners demonstrated improved proficiency after participation in the Virtual Reality activities.

Allstate Enterprise Solutions (AES), formerly Allstate Technology, Services & Ventures, created learning advisor roles to deliver plans for key skill development. AES recognized the need for leaders to have a better understanding of artificial intelligence and machine learning. In 2022, more than 6,000 AES global employees representing 97% of AES had completed all eight Power Skills in the Outcome-Based Delivery Power Skills Series. This represented a total of more than 51,000 Power Skills completed, with an estimated 76,000 hours of learning focused just on skills needed for the future.

In 2021, the Allstate Direct Distribution team created the Instructor Certification Program to develop instructors efficiently. They focused on licensing performance and process improvements, which required all new Direct Sales Agents to be licensed to sell insurance. Instructors certified through this program supported and coached new hires through the pre-licensing course and licensing phase. In 2022, the enterprise used the direct distribution framework to create an enterprise certification program that develops all trainers and facilitators to meet a high standard of delivery.

Live and on-demand seminars

In addition to formal training, Allstate provides a variety of in-house learning and development – streamed live and recorded 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.
  • Leaders as Teachers provides 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.
  • Skill Builders helps provide leaders with resources to continuously develop their teams on crucial skills for the future. This series features external experts facilitating topics such as data visualization, storytelling and talent development. In 2022, 459 employees attended a Skill Builders session.

Enterprise Learning and Development hosted a Global Learning Festival to promote a culture of learning and empower employees to learn skills with perspectives from industry experts, Allstate leaders and their peers. In 2022, 1,674 employees participated live in Allstate's Global Learning Festival.

Talent pipeline programs: leadership and mentoring

Accelerated Leadership Experience

The Accelerated Leadership Experience (ALX) provides participants with a mentor and career coach. ALX's foundational curriculum is aligned to Allstate's core capabilities and guides participants' learning and development as they collaborate to create solutions and contribute to a culture of Inclusive Diversity & Equity. In 2022, there were five internal and 10 external ALX candidates. The next ALX cohort, projected to launch in June 2023, will recruit both internal and external talent for participation. Hiring decisions are made by each participating business unit in a process similar to other publicly posted job requisitions.

Essentials of Leadership and Management

In 2022, employees were offered more experiential learning to accelerate and enhance leadership skills and strategy execution. Through Allstate's Essentials of Leadership and Management (ELM) program, 1,550 employees accessed the curriculum. When surveyed, 59% of employees who participated in the ELM My Leadership Evolution program and 90% of employees that participated in the ELM Leader of the Future program were likely to recommend them to other Allstaters.

Ezra Mobile Coaching

In 2021, Allstate began piloting Lee Hecht Harrison's Ezra Mobile Coaching tool to reduce the cost of executive coaching and to place one of our most effective and customized development tools in the hands of more leaders. When it was formally launched in 2022, over 200 coaching sessions were delivered, and 27 mid-level leaders received coaching throughout the year. After each coaching session, participants were asked to rate on a 5.0-point scale their agreement with two statements. When asked "Would you recommend your coach to others?" the average response was 5.0/5.0. When asked, "How would you rate how Ezra is contributing to your professional development?" the response was positive, 4.9/5.0.

Support for women executives

Allstate engages with external programs to support our goal of increasing the percentage of women in director and officer positions. Since 2009, we have participated in the Leading Women Executives program, which provides an intensive, cross-company leadership development experience. Curriculum topics include building allies and leading through differences, personal brand management, leading well in crisis and pathways to boards. Three Allstate women participated in the 2022 cohort.

Chief is a premier networking experience connecting executive-level women to peers across the country who are facing similar leadership challenges. Core group meetings led by a highly skilled executive coach are supplemented with workshops and frequent connections. Allstate had 10 leaders participate in 2022.

McKinsey's Connected Leaders Academy

In response to the murder of George Floyd in 2020, McKinsey launched its Connected Leaders Academy, a series of leadership programs to help organizations make demonstrable progress on inclusion and equity, improve talent pipelines and unlock the full potential of their people. The African American Working Network (AAWN) pioneered Allstate's participation in the academy in 2021, and participation expanded in 2022 with 50 participants in the Management Accelerator Program. AAWN has partnered with the Professional Latino American Network (PLAN), Allstate's Asian American Network (3AN), and Talent Management to integrate Allstate participation in the academy into our annual program nominations process. This will expand our 2023 participation to 155 participants across the Management Accelerator and Executive Leadership Program.


In 2022, Allstate partnered with Bonfire, an external development program for women, and nominated 296 high-potential Allstate women leaders to participate. The program helped place more women in the executive succession pipeline, addressed gender disparity among leadership and provided leaders with valuable allyship tools.

Torch and Menttium

In partnership with external organizations Torch and Menttium, Allstate offered mentorship opportunities to an additional 242 employees through three programs. Torch integrates coaching, mentoring and group learning to fuel professional development and organizational success. Allstate engages with Torch's Manager and Senior Leader mentoring programs. For over 30 years, Menttium has offered mentorship that accelerates learning, increases confidence, broadens perspectives and helps key talent realize their true potential. Allstate engages with Menttium's Momentum program that is designed for mid-level employees and enhances diverse talent.

The Power of Mentoring for Inclusive Diversity

Allstate's Power of Mentoring for Inclusive Diversity (MInD) program provides a network of internal mentoring relationships, builds capabilities, facilitates knowledge sharing and strengthens business acumen. In 2022, Power of MInD engaged 61 high-potential managers within Allstate, including senior managers and directors, women, ethnically and racially diverse employees, and members of the LGBTQIA+ community.

Read more about our efforts to advance diversity at Allstate in the Inclusive Diversity & Equity section of this report.

Talent Share

Allstate's Talent Share program offers short-term internal development opportunities to gain valuable business acumen and on-the-job experience. Participants learn new skills and build relationships that can help grow their careers. Managers play a key role in developing Allstate's internal talent. In 2022, Talent Share had 250 participants and a satisfaction rate of 100% among surveyed participants.

Culture Guide Program

Established in 2021, Allstate's Culture Guide Program gives new employees opportunities to network with tenured employees to get acclimated to Allstate culture and build a sense of belonging and community. Since its inception, the program has matched over 700 new employees with more than 300 Culture Guides. In 2023, we hope to grow the Culture Guide Program by 5%.

Employee Life Cycle Surveys

Allstate's Employee Life Cycle Surveys help us understand the attitudes, beliefs and behaviors of employees at different career stages. This helps us determine which efforts are most important for employee satisfaction and well-being. The program includes a 90-day onboarding survey to assess new hires' integration into Allstate and an exit survey process. When an employee decides to leave Allstate, the exit survey helps us understand what they found most compelling about Allstate's Employee Value Proposition, why they are leaving, and what they'll do next.

In early 2023, Allstate also ran baseline surveys for other key milestones in the talent lifecycle, including promotions, development, and becoming a leader for the first time. The insights gained from those surveys are define future enhancements to experiences and moments that matter to employees within their journey at Allstate.

People Analytics

To assess the health of our workforce culture, we monitor turnover and look for insights into employee uncertainty or dissatisfaction. People Analytics (PA) identifies employees who are at the greatest risk of leaving Allstate using our Predictive Attrition model and gives their managers a chance to inspire them to stay. PA provided managers with the name(s) of direct reports identified as high-risk. Using a conversation guide, the manager can have a "stay conversation" with the high-risk employee. Stay conversations may cover career development, work duties and interpersonal relationships.

PA provides managers with two brief surveys: one to document concerns that arose from the stay conversation and another to understand how the manager addressed the employee's concerns. These surveys provide information to combat attrition by identifying systemic issues and the actions best suited to address them. Our goal is to improve the working experience of employees while reducing the costs associated with attrition. In 2022, Allstate US' total employee turnover was 30%, and voluntary turnover was 26%, including retirees. Allstate's total 2022 global turnover was 20%.