We provide employees with training, engagement, mentoring and career development; promote from within; retain existing talent; attract new employees through benefits; monitor performance on annual surveys; and, promote diversity in Allstate’s leadership, employee population and suppliers by fostering an inclusive culture.
In 2017, Allstate replaced our annual employee engagement survey with a continuous listening approach to gathering feedback about employee engagement and its drivers in shorter but more frequent surveys; 82% of all employees responded in 2017. During this transition, we adjusted the survey methodology to encourage more candid responses, which may explain the change in percent favorable response in 2017. Results have been more than 80% favorable for Engagement, with over 80% participation for the last several years.
We now provide leadership with feedback about the health of our culture twice per year in the Inspire Culture survey. Leaders also get feedback about their effectiveness as managers twice a year in the Inspire Leadership survey. This more frequent survey feedback enables stronger development of our managers and our employee culture.
Additionally, we slice the data by race/ethnicity, gender and tenure to ensure that all employees have similar favorable responses and to identify opportunities to provide support for specific groups, as needed. We incorporate metrics from the Inspire survey throughout our report, including this section, as evidence of strong employee engagement and effective talent management.
It is critical that we retain high-quality candidates to sustain an efficient and skilled workforce. Allstate identifies the strategic link between what prospective and existing employees value and what we offer in exchange for their work. Improving the retention and engagement of Allstate employees improves the organization’s ability to serve our customers, agents and communities — and each other.
Allstate is enhancing our talent retention strategy by using our Workforce Insights team to address the unique needs of individual business units. Workforce Insights innovates new research platforms to inform their recommendations. These platforms are under ongoing development and piloting, but we hope to launch them across the enterprise.
Our flexible work policy consists of compressed and part-time work schedules, telecommuting, home-based work, job sharing and flexible starting times. All exempt and nonexempt employees are eligible for flexible work, based on factors such as business need, work performance and job characteristics. In 2017, 42% of Allstate employees utilized flexible work arrangements, and our employee survey found those participating in these arrangements generally reported higher levels of well-being than the overall employee population. Flexible work arrangements were also the most frequently cited strength when employees were asked, “In what area is Allstate exceeding your expectations?” Internal data show that those in flexible work arrangements receive the same rate of pay increases and promotions as those in nonflexible arrangements.
In addition to formal flexible work arrangements, Allstate encourages managers to foster a flexible work environment where employees can deal with work-life conflicts to find the best solutions for all concerned. Being open and sympathetic brings about a culture of transparency and leads to stronger working relationships and positive feelings toward work-life balance.
Employee Life Cycle Survey Program
Our Employee Life Cycle Surveys gauge the attitudes, beliefs and behaviors of our employees so we can determine which initiatives and efforts are most important for morale. The program includes:
Rates of turnover are a useful barometer for the health of our workforce culture, and we monitor them carefully for insights into employee uncertainty or dissatisfaction. In addition, turnover rates impact Allstate’s financial performance, through long-term effects on intellectual and human capital. We also use this data to monitor for potential inequalities or patterns affecting minority employees.
Overall, Allstate’s metrics for the past several years closely track the Saratoga Institute benchmark of 13% overall turnover and 10% voluntary. In 2017, we saw a slight increase in both of those indicators as our Claims organization went through a transformation. This organizational change is also reflected in the gender gaps for 2017 – the related turnover was concentrated among more heavily male employee departments.
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.
Each employee receives an annual performance review, and performance conversations take place through the year. During quarterly “snapshots,” the employee and manager discuss goals, long-term career development and share two-way feedback. Biweekly check-ins are designed to help employees know what they’re working on and how well they’re doing to advance their performance goals.
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:
In addition to the modules related to career development, we offer a portal dedicated to providing employees with tools and resources to help them set career goals. It helps employees identify their strengths and opportunities, grow their networks, develop their résumés, and initiate career-related conversations with managers and peers across the company.
2017 saw decreases in completed courses and hours of learning due to the organizational change in Claims.
|# of completed courses||272,581||326,439||279,843|
|# of unique learners||39,327||40,956||41,934|
|# of hours of learning||622,031||436,993||348,370|
Allstate offers tuition reimbursement to employees interested in getting 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 $5,250 per employee per year.
|# of participating employees||957||1,181||1,064|
|$ tuition reimbursement paid||$3.3M||$3.5M||$3.7M|
Enterprise Talent Market and Talent Share
With 42,860 full-time and 440 part-time global employees at Allstate, there is no better place to begin our hiring process than with our own people. Our Enterprise Talent Market philosophy and Talent Share programs support the internal advancement of our employees. When a position opens in any department across the company, Allstate employees can apply for the position.
|% internal placement rate||43%||33%||43%|
While companywide training initiatives are an important part of creating a unified culture and promoting general expertise, we also recognize the need to promote department-specific expertise. Here are a few examples:
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 Effective Conversations course is open to all employees. It takes participants through a three-step model that serves as a framework for performance, career development and engagement conversations, enabling employees to have more effective conversations with peers, direct reports and managers.
|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%|
|Inspire survey results: “I am empowered to pursue development opportunities”||N/A||N/A||79%|
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 Five, external mentoring programs, Impact Leading Others and Impact Leading Leaders.
|Power of Five participants||32||171||93|
Talent Pipeline Programs
We’re committed to being a force for positive change, and we’ve made inclusive diversity a priority at every level of Allstate. Research repeatedly demonstrates that inclusive diversity contributes to the satisfaction, creativity, innovation, problem-solving ability, engagement and community involvement of employees. Our employees and customers care deeply about how we show up in society, which means we need to deliver goods and services, employment opportunities and business results.
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 as part of our operating practices to emphasize our core value of inclusive diversity.
Enterprise Diversity Leadership Council
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 the business, provides updates to the CEO and helps drive targeted results for inclusive diversity across the company by:
Employee Resource Groups
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 2017, 7,300 Allstaters participated in at least one ERG, where employees can develop themselves professionally and share life experiences inside and outside Allstate. ERGs are aligned to the goals of inclusive diversity at Allstate, providing opportunities to support recruitment, retention and advancement of diverse talent at Allstate.
ERGs provide unique specific opportunities as well as partner and collaborate across ERGs to offer professional development workshops, recruiting events, volunteer community projects and mentoring programs, all open to members and to the Allstate community at large.
ERGs also volunteer in communities, nonprofit organizations and professional associations.
Four key elements are vital to ERG success:
Informational reports on each of our 11 ERGs are available in the Download Center.
Agency Owner Advisory Groups
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).
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.
In recent years, Allstate has stepped up enterprise-wide diversity efforts. In 2016, all business units were required to make inclusive diversity commitments based upon their unique diversity needs. Certain business units now have a goal to present diverse candidate slates to hiring managers for 50 to 100% of identified positions or position levels, depending on the diversity needs of the business. This effort was completed with the support of Allstate‘s Enterprise Diversity Leadership Council.
Allstate has been developing relationships with 11 external organizations to build our diverse hiring pipeline.
The talent acquisition team has also partnered with exclusive agent/Exclusive Financial Specialist and licensed sales professional recruiting teams for events held by the National Sales Network and National Black MBA Association where there are opportunities for each recruiting team.
Allstate sets measurable goals for its diversity policies and practices. Each market-facing business and area of responsibility monitors progress against its inclusive diversity commitments. Data used for analysis include:
We recruit and promote diverse candidates because our differences, backgrounds, educations and cultures create an environment where unique perspectives are embraced. When Allstate advances all employees, we work harder and meet customer needs more effectively. Every voice at Allstate counts.
Performance and Pay Practices Review
Allstate takes a thorough approach to ensure fairness within our performance and compensation programs, and the Board reviews Allstate’s pay fairness analyses annually.
Allstate takes a thorough approach to ensure pay equity within our performance and compensation programs, and the Board reviews the results of Allstate’s Equal Pay Analysis Process on an annual basis. The comprehensive testing process compares the base salary of men and women, non-minorities and minorities within similar jobs and geographic areas. It identifies situations where a difference in salary of 5% or greater exists. If any such pay discrepancies are identified, appropriate adjustments are made. Based on the 2018 Equal Pay Analysis Process, Allstate has no evidence of gender or racial pay discrimination.
Managing a Diverse 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). For current needs within a specific talent or demographic segment (e.g., women in technology or STEM), we partner with organizations like Lesbians Who Tech and network at events like the Grace Hopper Celebration, the world’s largest gathering of female technologists. We also partner with our Employee Resource Groups to encourage a more diverse referral pipeline for entry-level through executive positions.
Inclusive Diversity Training
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.
Additionally, we host diversity programs focused 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, more than 21,000 Allstate employees have participated in inclusive diversity training.
We look at multiple factors, including but not limited to age, gender and race, to ensure Allstate’s workforce is diverse.
|Two or More Races||1.3%||1.4%||1.4%||1.5%||1.7%||1.8%||1.9%||1.9%|
|Two or More Races||1.2%||1.3%||1.3%||1.3%||1.5%||1.6%||1.7%||1.7%|
|OFFICERS AND MANAGERS|
|Two or More Races||1.2%||1.2%||1.3%||1.3%||1.2%||1.2%||1.1%||1.2%|
|Two or More Races||1.1%||1.2%||1.8%||1.5%||0.9%||1.5%||1.8%||1.8%|
|Two or More Races||1.5%||1.5%||1.5%||1.7%||2.2%||2.3%||1.1%||2.7%|
|Two or More Races||0.0%||0.0%||0.1%||0.2%||0.2%||0.3%|
|EXCLUSIVE FINANCIAL SPECIALISTS|
|Two or More Races||0.4%||0.5%||0.7%||0.7%||0.8%||1.1%|
|Two or More Races||0||0||0||0||0||0||0||0|