GRI

Employees

“One in three people we hired this year came from inside the Allstate enterprise—up from one in five last year.”

Allstate employees work with customers during some of the most stressful times of their lives—after a natural disaster or auto accident, or when they're seeking advice about how to protect their families from loss. We know employees have to be at their best to meet customer needs so we've created an environment where employees can work with a purpose, think big and enjoy what they do. We enable employees with rich career opportunities to support their professional development and goals, abundant resources for personal growth, and the means to make a significant impact in the community. We empower Allstate employees so that they can be a force for good in their work, their personal lives and their communities.

Good Work

We listen to employees to find out
how we can support them better

Employees are a force for good at Allstate when they can share their insights into how we can improve all aspects of our operations. We want to know what they think about our company, what they think we’re doing well and where they would like to see us improve. One way employees share their insights with us is through the annual VOICE survey, which measures employees’ opinions on 11 topics pertaining to morale and experiences when working at Allstate. In addition, Allstate conducts two “Good Work” surveys and two “Good Life” surveys to obtain more in-depth insights in the areas of work and well-being. 

In 2013, 78 percent of our employees participated in the VOICE survey, a 10 percent jump over 2012.  In 10 out of the 11 main categories, we scored 75 percent favorable, and our results matched or outperformed an external benchmark for all but one item where comparisons were available; the benchmark was set by the Mayflower Group, a consortium of 42 companies who employ at least 7,500 employees, and who administer robust employee opinion surveys. 

In 2013, 90 percent of employees said, “At work, I am encouraged to pursue healthy habits that will improve my overall well-being.” Employees also reported particularly high satisfaction with their immediate managers and with their level of empowerment. Employees’ perceptions of an inclusive and diverse environment at Allstate were very strong as well.

Despite significant changes in Allstate’s retirement program, satisfaction with benefits has improved since 2012 and exceeds the external benchmark.

The main areas of opportunity pertained to employees’ perceptions of career opportunity and merit- or performance-based rewards, especially in business units that had experienced staff reductions or cutbacks. We are working to address these perceptions through the career development initiatives described below.

Allstate scored favorably (75% or more employees gave a favorable response) on 10 out of 11 key measures of employee satisfaction.

Looking for talent inside our organization

Employees can be a force for good only when they are working at the top of their ability, learning new skills and challenging themselves with new responsibilities. Allstate’s Enterprise Talent Market, which enables employees to apply for open positions within the company, was developed to help them reach their full potential. The program, which was begun in 2012, made significant gains in 2013, with internal hires increasing 13 percent over the prior year. More than half of participants have reported a positive experience with the Enterprise Talent Market, either obtaining new jobs or learning more about the skills and training they will need to qualify for them. The human resources team is currently gathering participants’ input to fine-tune the program.

Developing skills for a 21st century workplace

Employees also sharpened their skills via career development training opportunities that drew more than 1,100 participants across Allstate. In 2013, Allstate offered two Good Work sessions, one on career opportunities and a second on personal branding and social media. Employees could attend a three-day workshop in person or view the event online at their own locations.

“I do not know anyone at other companies who has received this much leadership experience in less than three years.” — Brett Mackey

In addition to our early-career developmental initiatives, there is a strong focus on developing those already in leadership roles. Within the Impact Program suite we also have Impact: Leading Leaders, aimed to accelerate the development of midlevel leadership, and in 2014 we will add Impact: Leading Others, for frontline leaders. These two programs each host 25–30 participants per year.

The amount I learned in one short year still amazes me, and I feel fortunate to have had the opportunity to manage people so early in my career.” — Lauren DeYoung

Beyond our programs focused on targeted talent pools, there are other offerings to the enterprise to help employees build leadership skills and raise their self-awareness. Our New Leadership Development Studio (NLDS) helps new leaders develop skills needed as they embark on their leadership journey. This workshop helps new leaders increase self-awareness of their own leadership style and behaviors and how that impacts others, enhance their communication skills in critical conversations, and identify and effectively communicate performance outcomes and opportunities to others. In 2013, we had 15 NLDS workshops with 375 participants, Our Facilitative Leadership (FL) workshop is for more experienced leaders and helps leaders create a workplace distinguished by outstanding performance and employee satisfaction. In 2013, we had 16 FL workshops with 320 participants. Through our Leaders as Teachers and Thought Leader Forum sessions we provide the enterprise with an opportunity to hear from internal and external keynote speakers on a variety of influential and engaging topics. We had over 3,100 employees attend these sessions in 2013.

Good Life

In 2013, we focused on two key themes in our Good Life well being programs: cancer prevention and financial fitness.

Saving lives with cancer screening

Cancer strikes one out of every two men and one out of every three women in the U.S.,1 costing $125 billion 2 in treatment annually and causing untold suffering for victims and their families.

With cancer affecting thousands of Allstate employees and their loved ones each year, we launched a three-year cancer prevention effort in 2013―with year one focusing on increasing cancer screening rates. We kicked off the year offering a $100 incentive for both employees and spouses who had screenings for breast, cervical or colon cancer. In March 2013, offices across the country sponsored a “pledge to get a cancer screening in honor of a loved one” campaign. In conjunction with National Colorectal Cancer Awareness Month, we brought the “Prevent Cancer Super Colon” to three of our largest buildings. This walk-through exhibit was toured by over 1,400 employees who took the unique opportunity to learn that colorectal cancer is preventable, treatable and beatable. We also invited local gastroenterologists to speak about the importance of colonoscopies and had our medical plan carriers mail reminders to employees who had not received recommended cancer screenings.

These yearlong efforts raised awareness and resulted in an increased number of cancer screenings in our medical plans for breast, cervical and colon cancer. By the end of the year, nearly 7,500 employees and nearly 2,000 spouses reported having completed a cancer screening.

Empowering Allstaters to achieve financial security

When employees are economically secure, they are able to perform more effectively on the job, enjoy better physical health and have better relationships and interactions with coworkers and customers. But after a prolonged recession, many employees are stressed and worried about their finances. This year, Allstate launched a major program to help employees with financial planning, including financial education seminars events and a financial self-assessment completed by more than 7,000 Allstaters. We offered financial counseling, free of charge, to any Allstate employee who requested it.

“More than 7,000 Allstaters got a clearer picture of their financial
security by taking an online financial self-assessment test.”

Our financial well-being programs were particularly successful in helping employees learn about their new retirement benefits after we made significant changes to the retirement plan.  Over 4,500 employees attended seminars to find out more about the new optionsthis may be one of the reasons employees’ satisfaction with their benefits improved despite a period of significant change.

In 2013, Allstate organized 190 financial
well-being events in 40 locations.

Rolling out Energy for Life nationwide

Allstate expanded its “Energy for Life” program in 2013. “Energy for Life” is a one-and-a-half-day workshop built around scientific principles of energy management, such as how to eat and move, maximize energy during the day and stay focused on what matters most at work and at home. Based on principles from the Human Performance Institute, it is offered free of charge during the workday to employees at all levels of the organization.

By the end of 2013, 13,000 employees and 650 agents had participated in “Energy for Life” and a follow-on program, Continuing Your Journey. This four-hour workshop helps employees stay on the path to well-being by refocusing, reconnecting and recharging. The content focuses on the new science behind the power of habits, and participants are encouraged to utilize a partner to keep each other on track. Developed and offered exclusively by Allstate, it is also available at no cost to employees during the workday.

“Since inception, more than 13,000 Allstaters—and 650 agency
owners—took charge of their health and well-being through
the Energy for Life program.”

Providing competitive pay and benefits

We reward our employees for their hard work with competitive salaries and a range of benefits tailored to the needs of individual employees and their families. In 2013, we paid $4 billion in total employee compensation. This included $231 million for health and welfare benefits, and an additional $13.1 million for well-being programs, including wellness incentives, Energy for Life and other programs. Allstate offers a comprehensive and competitive package of benefits that includes medical, dental, vision, long-term disability insurance, life insurance, and innovative programs such as BridgeHealth which helps employees find high-quality centers of excellence when they need surgery.

Helping to balance home and work responsibilities

We also recognize that employees cannot do their best work when they’re worried about child or elder care or other responsibilities outside the office. To support them, we offer family-friendly benefits like dependent medical/dental and vision coverage, daycare flexible spending accounts, childcare discounts, adoption reimbursement and flexible working arrangements. In the most recent VOICE survey, results suggested that this support is working. Ninety-one percent of respondents said that their managers support efforts to balance work and personal life, and 80 percent said that they were satisfied with their work-life balance.

Our work-life programs have also drawn praise from outside organizations. In 2013, Allstate was named one of the Working Mother 100 Best Companies for the 22nd year, for its commitment to progressive workplace programs, including child care, flexible hours, career advancement and paid family leave.

Good Hands

Engagement in our communities is part of the Allstate culture—nearly two-thirds of employees and agency owners are involved in our community relations programs.

  • Over half of employees and agency owners gave their own money to support local nonprofit organizations, raising a total of $5.8 million in 2013.
  • More than two-thirds of Allstaters participated in community programs.
  • 4,125 employees raised awareness of domestic violence through the Purple Purse program.
  • 3,800 Allstaters talked to a teen driver about safety and accident prevention.
  • ERG members contributed 15,000 hours to community efforts in 2013.
ECC Monitor: OK