Detailed Information on Allstate's employee recruitment, development and retention

Workforce & Diversity Performance
Be a Force for Good

Purpose-driven. Inclusive. Agile. Our people are our most valuable asset. 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 while maximizing their contributions to agency owners, customers and shareholders.

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Allstate’s board of directors oversees talent management, receiving regular communication from our chief Human Resources officer regarding key metrics and information.

The CEO and senior executives frequently communicate on talent management performance and initiatives. Key performance indicators and targets are set at the executive level, and ultimately approved by our CEO, Tom Wilson.

Governance

Allstate dedicates significant resources toward managing and developing our employees, as our most valuable asset. We operate numerous talent development and inclusive diversity initiatives, many of which are described in this section.

If employees have an incident to bring to the attention of senior leadership, there is a process involving both a phone number and on-line capabilities, iReport, referenced in the Global Code of Business Conduct, where they can make a report.

Attraction & Retention

Good Work. Good Life. Good Hands® program

We sustain an efficient and skilled workforce by attracting high-quality candidates through proven processes. We know talent retention is not a one-size-fits-all endeavor, so our Workforce Insights team addresses the unique retention needs of individual business units.

Workforce Insights also uses ongoing research platforms to inform recommendations: predictive attrition, quality-of-hire analysis and our “Good Work. Good Life. Good Hands®” program. Our predictive attrition research evaluates the risk of departure for particular key leaders, and—should certain individuals demonstrate notable risk—the Workforce Insights team organizes a “stay” interview to determine how Allstate can retain those individuals. Our quality-of-hire research builds models to determine which traits drive success and length of tenure in employees.

Our “Good Work. Good Life. Good Hands®” program identifies the strategic link between what prospective and existing employees value and what we offer in exchange for their work. Improving the attraction, retention and engagement of Allstate employees will ultimately improve the organization’s ability to serve our customers, agents and communities—and each other.

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 non-exempt employees are eligible for flexible work, based on factors such as business need, work performance and job characteristics. In 2016, about half of Allstate employees utilized flexible work arrangements, and our employee survey found those participating in these arrangements generally reported higher levels of morale and 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 also show those in flexible work arrangements receive the same rate of pay increases and promotions as those in non-flexible arrangements.

In addition to formal flexible work arrangements, countless employees benefit from Allstate’s Leadership Principles that encourage managers to foster a flexible work environment where employees can overcome work-life conflicts and work with managers to find the best solutions for all concerned. Being open and empathetic in all our interactions fosters a culture of transparency and leads to stronger working relationships and positive feelings towards work-life balance.

Allstate annually conducts our VOICE survey to measure general health of our work environment and identify areas for improvement; 84 percent of all employees responded in 2016.

In our 2016 VOICE survey, 90 percent of participating employees provided a favorable response to the statement: “My immediate manager supports my efforts to balance my work and personal life.”

Energy for Life

Our Energy for Life workshops are a central piece of our employee wellness curriculum. Energy for Life is a program designed to increase employee focus and purpose and to help employees embrace new challenges with ease. We achieved the milestone of 20,000 Allstaters completing EFL over the last six years, including 40 percent of active employees and 52 percent of managers.

In 2016, we expanded our focus and updated workshop content to position EFL for agency owners and their staff. Agency owners can now offer EFL to help increase staff engagement, improve retention and bring positive energy skills to agency challenges. We remain focused on engaging this audience and providing resources to support national and regional efforts to enroll agencies.

In the 2016 VOICE survey, 86 percent of employees responded favorably to the statement, “At work, I am encouraged to pursue healthy habits that will improve my overall well-being.”

Employee Life Cycle Survey Program

Our Employee Life Cycle Survey is an important tool for gauging the attitudes, beliefs and behaviors of our employees. We use this survey to determine which initiatives and efforts are most important to supporting employee morale. The program includes:

  •  A 90-day retention survey to check in with new hires to assess their integration into Allstate.
  • Our 9-month Quality of Hire survey sent to hiring managers to determine the effectiveness of the support team (i.e. talent acquisition, recruiters etc.) and the quality of the candidate hired.
  • The Good Work Pulse survey runs several times throughout the year and is a complementary tool to our VOICE survey. The Pulse survey allows us to collect timely information and data so we can assess employee attitudes toward particular initiatives to determine their effectiveness and take immediate action when needed.
  • 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 for the future.

Retention by Tenure

All Years of Service <1 Year 1-<2 Years 2-<3 Years 3-<5 Years 5-<10 Years 10-<15 Years 15-<20 Years 20-<30 Years 30+ Years
2014 88.5% 85.4% 77.6% 81.3% 77.8% 90.0% 93.2% 94.2% 94.3% 92.1%
2015 88.5% 85.1% 73.6% 83.0% 84.9% 90.8% 93.7% 94.4% 94.5% 89.1%
2016 88.2% 86.5% 75.3% 76.8% 86.1% 89.6% 94.0% 95.0% 93.8% 91.2%

Retention Rates by Leadership Level

All Manager Leaders Officer Mid Level Leader First Level Leader Team Member
2014 88.5% 86.3% 92.1% 94.5% 87.7%
2015 88.5% 91.8% 92.1% 95.7% 87.5%
2016 88.2% 91.0% 93.4% 94.2% 87.2%

Career Development

We dedicate extensive resources to developing leaders at all levels. Some programs are available to all employees, while others are available to select audiences. Regardless of their role, all employees have a wealth of resources at their disposal.

Allstate believes all employees have the potential for growth. Our six Leadership Principles  apply to every employee and form the basis for engaging in performance and development conversations.

We require annual performance reviews for each employee, as well as quarterly “snapshots” around goals, two-way feedback and long-term career development. We also encourage bi-weekly check-ins—informal conversations designed to help employees know what they’re working on and how well they’re doing to advance their performance goals.

Talent Connection

Allstate invests in training opportunities for our employees so they can be successful throughout their careers. Talent Connection is Allstate’s integrated talent management system. The 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—in 2016, employees completed 411,873 courses, with 59,947 unique learners accounting for 542,338 hours of learning.
  • Receiving comprehensive feedback from managers, peers and teams.

Tuition Reimbursement

Allstate offers tuition reimbursement to employees who demonstrate an interest 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. In 2016, 1,181 employees participated, with more than $3.5 million being paid out for tuition reimbursement.

Own Your Career Development Portal

In addition to the Talent Connection modules related to career development, we offer a portal dedicated to providing employees with tools and resources to assist them in setting 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.

Enterprise Talent Management and Talent Share

Our Enterprise Talent Market philosophy and Talent Share programs support the internal advancement of our employees. With approximately 33,000 U.S. employees at Allstate, there is no better place to begin our hiring process than with our own people. When a position opens in any department across the company, Allstate employees can apply for the position. Not only does this program reduce the costs associated with hiring an external candidate, it also preserves the cumulative knowledge and maturity of Allstate’s culture. In 2016, the internal placement rate in the U.S. was 33 percent.

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 of how we tailor our training:

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. These workshops 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.

In the 2016 VOICE survey, 83 percent of participating employees responded favorably to the statement, “I have access to the learning opportunities I need to help me meet my career goals.”

Leadership Development

At Allstate, we expect all employees to be leaders. We offer a number of programs that help individuals with and without direct reports develop their leadership skills. These programs are evaluated using a combination of key reporting measures looking at behaviors, skills and mindsets, and impact on the business. Following are a few examples:

Leadership Development Program

Allstate’s LDP is committed to continuously identifying and developing its future leaders. We identify recent college graduates with high potential and help equip them for successful futures as leaders at Allstate. In 2016, Allstate had 121 participants in the program.

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 relationships. 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 program grew from 33 participants in 2015 to 177 in 2016.

First Level Leadership

Designed to develop newly promoted or newly hired leaders, Allstate’s FLL 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, micro-learning 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.

New Leader Development Studio

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.

In the 2016 VOICE survey, 79 percent of participating employees responded favorably to the statement, “I am given a real opportunity to improve my skills at Allstate.”

Critical Conversations

The Critical Conversations course is open to all employees. The course takes participants through the fundamentals of coaching and illustrates Allstate’s preferred coaching model aimed at enabling employees to have more impactful conversations with peers, direct reports and managers.

Live and On-Demand Seminars

In addition to formal training, Allstate provides employees with in-house learning and development opportunities throughout the year using the latest live and on-demand streaming technology. Offerings vary depending on the focus of the content and the areas of expertise of the speakers.

  • The Good Work Series is an ongoing celebration of the Good Work pillar of our Employee Value Proposition and focuses on nurturing an inspiring workplace culture. Each of our 11 Employee Resource Groups sponsor an event.
  • Good Work Week is an annual, themed, multiday 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 cosponsor 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.

 

Focusing on Diverse Talent

Research repeatedly demonstrates inclusive diversity contributes to the satisfaction, creativity, innovation, problem-solving ability, engagement and community involvement of employees. We value the contributions and unique attributes each individual brings to Allstate. 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 throughout the U.S. We publish a stand-alone report on our Inclusive Diversity approach and progress; find it in our Download Center.

Our corporate policies and practices related to inclusive diversity serve as a guide for 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.

Inclusive Hiring Practices

By analyzing workforce demographics, we determine the greatest areas of opportunity to bring more diverse talent into the organization and then build recruiting and outreach strategies to target, identify and recruit qualified diverse candidates. Business units have a goal to present diverse candidate slates to hiring managers for 50 to 100 percent of positions, the percentage depending on the diversity needs of the business.

In 2016, Allstate stepped up enterprise-wide diversity efforts. For the first time, all business units were required to make inclusive diversity commitments based on the unit’s unique diversity needs. This effort was completed with the support of Allstate‘s Enterprise Diversity Leadership Council. Claims, our largest business unit, added a full-time diversity consultant and rolled out focused diversity training to its hiring managers and recruiters throughout the country to enhance cross-cultural competency across the division.

To ensure Allstate has the opportunity for successful inclusive and diverse recruiting and hiring 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 the Anita Borg Institute and network at events like the Grace Hopper Celebration of Women in Computing, 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 leverage inclusive diversity and create a more inclusive environment. The training also enables participants to complete self-assessments on their level of cross-cultural competency.

Additionally, we host special 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 whenever possible. Since 2012, 16,000 Allstaters have completed an Inclusive Diversity workshop or eLearning course.

Employee Resource Groups

Another key strategy of Allstate’s focus on inclusive diversity are Employee Resource Groups. ERGs provide an open forum where employees with a shared interest aspire, develop and collaborate to reach their highest potential. They represent Allstate in our communities and serve as a key resource to the company for specific consumer, employee and agent insights. Over 6,700 employees are involved in our 11 ERGs, each with unique value propositions and goals.

Many of our ERGs go above and beyond to help others live a good life. In 2016, our ERGs collectively volunteered 50,000 hours, doubling their involvement from 2015.

Allstate has been recognized by: Diversity Inc. Top 50 Companies for 12 consecutive years, Top Company for Executive Women 2016 and 2017 and Military Friendly Employer 2017. For a complete list of our external recognition, please see our Inclusive Diversity Report.

Workforce Data

Board Diversity