In an increasingly diverse marketplace with changing demographics, customer preferences and needs, a corporate culture that encompasses diverse backgrounds and points of view is a strategic business imperative. Inclusive diversity is a core value at Allstate and receives full support from all levels of the company.
Inclusive Diversity goes far beyond gender, ethnicity and religion. It encompasses every possible combination of people and places, backgrounds and values. Allstate serves approximately 16 million households, each one unique. Our approximately 70,000 employees, agency owners and staff—each with particular skills and strengths—serve thousands of communities, each with its own character and needs.
Inclusive diversity isn’t a single goal or program:
- For customers, it means being understood for who they are, how they live and what they need.
- For employees and agencies, it means being fully valued and supported.
- For leaders, it means bringing out the best in qualified people from all backgrounds.
- For communities, it means partnering on issues important to all.
Valuing diversity keeps us more in tune and in touch with our diverse customer base. Employees are energized when their ideas and contributions are heard, and this improves productivity and sparks innovation. It leads to higher levels of employee engagement, better communities and greater growth for Allstate.
Inclusive Diversity Strategy
Our CEO sets the vision and drives accountability for our inclusive diversity strategy, and our Enterprise Diversity Leadership Council and Chief Diversity Officer set the strategy implemented by the entire organization. Our commitment to diversity and inclusion continues to be recognized by well-known media publications and associations that monitor diversity and workplace issues.
Read more about diversity in our workforce in the Employees section, diversity among our suppliers in our Business Practices section, and diversity among our agents in the Agency Owners section
of this report.
Inclusive diversity is important in creating a high-performance culture at Allstate. Leveraging and engaging high-value employees with diverse backgrounds helps us develop and market high-value products that meet diverse needs—which in turn helps us attract and retain high-value customers from diverse markets.
In 2012, Allstate moved up to 37th on The DiversityInc Top 50 Companies for Diversity® list, which measures CEO commitment, human capital, corporate and organizational communications, and supplier diversity. (Allstate is ranked No. 36 in The DiversityInc’s 2013 list.) Companies must score above average in all four areas and demonstrate strong consistency across the board in their diversity-management initiatives to earn a spot on the list. Companies are measured within their industry classifications.
Key measures in 2012 that helped Allstate achieve this recognition include:
- Increased CEO support for Employee Resource Groups (ERG) (see below), including an annual meeting with ERG leaders
- Close collaboration between our Chief Diversity Officer and our CEO
- Strong representation of females on our Board of Directors
- Strong gender-diversity numbers among top management
- Increased philanthropic contributions supporting multicultural groups
Supporting inclusive diversity within our workforce also means promoting inclusion, work-life balance, dignity and respect, lifelong learning, a commitment to fully utilizing diverse talent, and leveraging differences to strengthen innovation and creativity.
We also provide diversity education, career advancement and development options, mentoring programs and support networks for all employees.
In 2012, we increased our efforts to build a more diverse talent pipeline with women and minorities with leader capabilities for leveraging inclusive diversity. We enhanced our diversity education course by placing a greater focus on cultural competence—or the ability to navigate differences to be able to better communicate and work with peers, customers and the communities that Allstate serves. Our benefits package, work-life program offerings and numerous onsite amenities create a work environment where taking care of yourself and your family is valued, encouraged and simple to do.
Among Allstate’s employees, 57 percent are women, and 32 percent are minorities. Forty-one percent of officers and managers are women and 24 percent are minorities. At the executive level, diversity ratios improved as well.
Employee Resource Groups (ERGs)
Employees connect with each other and build relationships across Allstate through Employee Resource Groups, organizations of employees with common interests that are officially recognized by the company. Employee Resource Groups leverage the strength of our inclusive diversity to support our employees and our business, and help create an inclusive environment where people bring their whole selves to work. Employees have formed ERGs to connect with colleagues who have shared life experiences, background or career paths. Individual groups support members through mentoring, networking and providing a variety of social and career development activities. They also give back to communities and take part in a number of corporate initiatives such as the Thanks a Million Campaign and consumer research.
Current ERGs include:
- 3AN — Allstate Asian American Network
- AAN — Allstate Adoption Network
- AAWN — African American Working Network
- ANGLES — Allstate Network of Gay and Lesbian Employees and Supporters
- AVETS — Allstate Veteran Engagement Team & Supporters (created in 2012)
- AWIN — Allstate Women’s Information Network
- PLAN — Professional Latino Allstate Network
- PWT — Parents Working Together (created in 2012)
- YPO — Young Professionals Organization
In 2012, Allstate launched two new ERGs (AVETS and PWT), increasing ERGs from a total of seven to nine. ERG membership also increased nearly 30 percent over the prior year, and approximately 900 hours were volunteered by ERG members in the communities where our customers live.
We also significantly increased the level of collaboration and information sharing among groups. One major result was the development of a common mission statement, vision and strategic objectives that apply to all ERGs.
More information and a list of achievements for this year can be found in the Employee Resource Groups 2012 Annual Report.
Read more about diversity among our suppliers in our Business Practices section
and diversity among our agents in the Agency Owners section
of this report.