Dedicated. Inclusive. Agile. Our people are our most valuable asset. Their skill, passion and care define Allstate and bring out the good for our customers.
Allstate’s business strategy, culture and ability to achieve its goals depend on our people. Their skill, dedication and care define Allstate and bring out the good for our customers. We develop each other, looking for ways to challenge ourselves and coach others, so all employees can reach their potential. Because Allstate is a large employer, we understand employee engagement has a significant influence on our communities and economies. We take this responsibility seriously and want the legacy of our dynamic workforce to continue.

What Workforce & Inclusive Diversity Mean at Allstate

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.


Our surveys consistently show that by providing our employees with exciting career paths and educational opportunities, Allstate improves morale and engagement.

Employee Engagement

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.

Employee Engagement

Workforce Research

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.

Work Flexibility

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:

  • A 90-day retention survey to assess new hires’ integration into Allstate.
  • Our nine-month Quality of Hire survey, sent to hiring managers to determine the effectiveness of the support team (talent acquisition) and the quality of the candidate hired.
  • An exit survey and interview process. When employees decide to leave Allstate, this process helps us understand what they found most compelling about Allstate’s Employee Value Proposition, why they are leaving and what they plan to do.

Retention and Turnover

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.

Percent Turnover – Total and Voluntary

2017 Turnover by Gender

2017 Turnover by Generation

2017 Turnover by Region


At Allstate, we expect all employees to be leaders. Our six Leadership Principles apply to every employee and form the basis for all performance and development conversations.

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.

Career Development

Performance Management
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.

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 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.

Metric 2015 2016 2017
# 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

Tuition Reimbursement
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.

Metric 2015 2016 2017
# 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.

Metric 2015 2016 2017
% internal placement rate 43% 33% 43%

Department-Specific Development
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:

  • Our technology department provides SkillSoft technical skills training, via an online course library and online books, on topics such as Agile, Scrum, Java, VMware, Mobile Web and ITIL practices.
  • Our Life and Retirement Distribution 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.

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. In 2017, our Employee Resource Groups partnered to co-sponsor Good Work Week events.
  • 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.

Effective Conversations
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.

Metric 2015 2016 2017
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%

Targeted Leadership Development

Top Talent
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 – The Power of Five is an effort to increase development, retention, promotion and engagement of senior, experienced and top-talent women through one-on-one mentoring. During the year, a senior leader is matched with five director-level women who each in turn mentor five high-potential women, creating a network of mentoring relationships. The strong, and at times overwhelming, response in 2016 led to Allstate more carefully managing and limiting enrollment in 2017, to preserve the quality of the program.
Metric 2015 2016 2017
Power of Five participants 32 171 93
  • External Mentoring Programs
    • Women Unlimited/IMpower – A six-month management development program for women. IMpower 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 mid-level 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 the 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 Leading OthersDesigned to prepare individual contributors for their first leadership role.
  • Impact Leading LeadersDesigned to prepare high-potential leaders for senior manager and director roles.

Transitional Programs

  • Leader Effectiveness – First Level: Designed to develop newly promoted or newly hired leaders, Allstate’s LE-FL program follows a tiered approach to increase the amount of training provided to new leaders as they acclimate to their roles. In the first 90 days, Tier One presents foundational training pieces through a variety of delivery methods, including video, eLearning courses, microlearning courses 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. In the future, Allstate hopes to launch Tier Three, focused on gaining business and financial acumen and building high-performing teams. The Leader Effectiveness – Mid Level program is to be launched in 2018.
  • New Leader Development Studio (NLDS): NLDS targets new leaders who are assuming direct reporting responsibilities for the first time at Allstate. Apart from covering the essential administrative functions associated with leading a team, NLDS focuses primarily 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 (EDP) – Allstate’s EDP is 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 2017, Allstate had 14 participants in the program.
  • Leadership Development Program Allstate’s LDP is committed to continuously identifying and developing future leaders. We identify recent college graduates with high potential and help equip them for successful futures as leaders at Allstate. In 2017, there were 149 active participants in the program, in three cohorts.


We know our collective differences give us fresh perspective and purpose, and we strive for a workforce that mirrors the diversity of the customers and communities we serve.

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.

Operating and Governance Practices

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:

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

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:

  • 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 knowledge.
  • Community: Focus externally and have an impact on their communities.

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).

  • Agency Executive Council: The AEC includes 14 agency owners with diverse backgrounds who work with and provide thought leadership directly to Allstate’s senior leadership team.
  • National Advisory Board: The NAB consists of 73 agency owners and 11 Exclusive Financial Specialists who represent the voice of the agency force and advise on national operational issues.
  • Market Operating Committees: Allstate has 14 U.S. Market Operating Committees that govern regional geographies, each of which has an Agency Advisory Council.

Inclusive Hiring
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.

  • Association of Latino Professionals for America
  • Ascend
  • National Association of Black Accountants
  • National Sales Network
  • National Society of Black Engineers
  • Society of Hispanic Professional Engineers
  • Tech Jobs Tour
  • National Black MBA Association
  • ChickTech
  • Lesbians Who Tech

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:

  • Top talent (engagement and retention)
  • Promotions (job assignments and promotion rates)
  • External hiring (diverse slates, hire rates, external partnerships)
  • Voluntary turnover (tenure, reason, turnover rates)

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.

Workforce Composition
We look at multiple factors, including but not limited to age, gender and race, to ensure Allstate’s workforce is diverse.

2010 2011 2012 2013 2014 2015 2016 2017
Minority 32.8% 31.7% 31.6% 31.8% 32.9% 33.9% 34.5% 35.1%
Female 58.0% 58.6% 57.4% 56.8% 56.2% 56.2% 55.9% 56.3%
African American 15.6% 16.0% 16.2% 15.5% 15.8% 16.4% 16.3% 16.4%
Hispanic 9.0% 9.3% 9.2% 9.7% 10.2% 10.5% 10.9% 11.0%
Asian/Pacific 4.5% 4.5% 4.5% 4.7% 4.9% 4.9% 5.1% 5.5%
Native American 0.4% 0.2% 0.4% 0.4% 0.3% 0.3% 0.4% 0.3%
Two or More Races 1.3% 1.4% 1.4% 1.5% 1.7% 1.8% 1.9% 1.9%
TOTAL 32,219 30,507 32,538 30,737 31,795 32,967 33,651 32,915
Minority 26.6% 28.2% 26.7% 26.0% 27.3% 28.3% 29.0% 30.2%
Female 51.5% 53.3% 52.0% 46.6% 48.4% 48.6% 49.2% 49.8%
African American 11.8% 13.1% 12.2% 11.4% 12.5% 12.9% 13.0% 13.1%
Hispanic 6.1% 6.6% 6.5% 6.9% 6.8% 7.2% 7.5% 8.0%
Asian/Pacific 7.0% 6.7% 6.4% 6.1% 6.1% 6.4% 6.5% 7.2%
Native American 0.4% 0.4% 0.3% 0.3% 0.3% 0.3% 0.3% 0.2%
Two or More Races 1.2% 1.3% 1.3% 1.3% 1.5% 1.6% 1.7% 1.7%
TOTAL 11,931 11,095 11,432 12,687 15,165 15,491 16,037 16,165
Minority 21.8% 22.9% 23.7% 25.5% 22.1% 23.1% 22.7% 23.1%
Female 40.3% 48.4% 41.2% 47.1% 42.3% 47.8% 43.7% 43.8%
African American 9.0% 9.4% 10.4% 11.0% 9.3% 10.0% 9.3% 9.2%
Hispanic 7.2% 7.6% 7.4% 7.7% 6.6% 7.0% 6.9% 6.8%
Asian/Pacific 3.9% 4.2% 4.2% 5.1% 4.8% 4.6% 5.0% 5.5%
Native American 0.5% 0.4% 0.4% 0.4% 0.3% 0.2% 0.3% 0.4%
Two or More Races 1.2% 1.2% 1.3% 1.3% 1.2% 1.2% 1.1% 1.2%
TOTAL 7,582 8,446 9,568 7,346 4,918 5,356 5,696 5,665
Minority 43.9% 52.3% 47.9% 44.7% 43.1% 23.5% 19.4% 15.7%
Female 49.1% 56.8% 55.5% 52.3% 44.4% 47.0% 38.2% 39.2%
African American 31.4% 19.9% 22.9% 15.3% 11.6% 10.0% 7.1% 8.4%
Hispanic 7.9% 29.2% 21.1% 24.8% 27.2% 9.5% 7.6% 3.6%
Asian/Pacific 3.3% 1.5% 1.6% 2.6% 3.1% 2.5% 2.9% 1.8%
Native American 0.2% 0.2% 0.5% 0.4% 0.3% 0.0% 0.0% 0.0%
Two or More Races 1.1% 1.2% 1.8% 1.5% 0.9% 1.5% 1.8% 1.8%
TOTAL 914 407 607 456 320 200 170 166
Minority 41.1% 41.7% 42.7% 42.8% 44.8% 46.3% 48.0% 49.0%
Female 79.5% 78.6% 77.6% 77.1% 70.9% 70.1% 71.2% 72.7%
African American 25.1% 24.6% 25.2% 23.8% 23.2% 24.0% 24.2% 25.1%
Hispanic 11.0% 12.7% 12.8% 13.9% 15.6% 16.4% 17.9% 17.7%
Asian/Pacific 3.2% 2.5% 2.8% 3.0% 3.4% 3.1% 5.0% 3.1%
Native American 0.4% 0.1% 0.4% 0.4% 0.4% 0.5% 0.3% 0.4%
Two or More Races 1.5% 1.5% 1.5% 1.7% 2.2% 2.3% 1.1% 2.7%
TOTAL 10,113 10,435 10,844 10,169 11,339 11,920 11,784 10,917
Minority 18.0% 19.3% 19.4% 19.8% 20.4% 21.2% 22.1% 22.7%
Female 21.6% 23.4% 23.6% 24.2% 24.6% 25.0% 25.7% 26.1%
African American 7.2% 7.6% 7.2% 7.2% 7.2% 7.4% 7.5% 7.5%
Hispanic 6.0% 6.2% 6.4% 6.7% 7.2% 7.5% 8.1% 8.6%
Asian/Pacific 4.3% 5.0% 5.2% 5.2% 5.3% 5.5% 5.7% 5.7%
Native American 0.4% 0.5% 0.6% 0.6% 0.7% 0.6% 0.6% 0.6%
Two or More Races 0.0% 0.0% 0.1% 0.2% 0.2% 0.3%
Minority 13.6% 15.2% 14.6% 15.5% 15.4% 16.7% 18.4%
Female 10.8% 11.4% 11.5% 13.4% 12.4% 11.5% 13.1%
African American 4.6% 5.3% 5.4% 5.1% 4.6% 5.6% 5.7%
Hispanic 6.2% 6.7% 5.6% 6.3% 6.5% 6.7% 7.4%
Asian/Pacific 2.5% 2.8% 2.7% 3.0% 3.2% 3.3% 3.8%
Native American 0.0% 0.0% 0.3% 0.2% 0.3% 0.4% 0.4%
Two or More Races 0.4% 0.5% 0.7% 0.7% 0.8% 1.1%
Minority 1 1 2 1 2 2 2 2
Female 3 3 3 3 3 3 3 3
African American 1 1 2 1 1 1 1 1
Hispanic 0 0 0 0 0 0 0 0
Asian/Pacific 0 0 0 0 1 1 1 1
Native American 0 0 0 0 0 0 0 0
Two or More Races 0 0 0 0 0 0 0 0
White 10 10 11 11 8 9 9 9
TOTAL 11 11 13 12 10 11 11 11

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