employee diversity / total workforce
|Two or More Races
- U.S. employee count only as of December 31, 2011; excludes Exclusive Agencies, Personal Financial Representatives and Independent Agents.
- The EEO-1 is a snapshot of Allstate's workforce taken each September and reported to the Federal Government annually.
- Not tracked prior to 2009.
- The VOICE Survey measures the effectiveness of leadership and the work environment at Allstate, and includes a question regarding overall satisfaction. The satisfaction rate represents the percentage of employees who are either “completely satisfied” or “satisfied” with working for Allstate. This voluntary and confidential survey is offered annually to all Allstate employees.
|Healthcare ($ in millions)
|Well-being Program ($ in thousands)
|Daycare ($ in thousands)
No matter what an employee’s role is at Allstate, he or she contributes to the good we do. That’s why we work to create an environment in which all employees can be their best—where they can pursue their purpose, make an impact, live well and give back.
We are continually evaluating and implementing efforts to enhance our employment value proposition to ensure that we can hire and motivate outstanding employees. For positions for which we engage in college recruiting, we attract students from schools with curriculums that meet our core business needs, including historically black colleges and universities.
As part of our on-campus recruiting, we tell college students about the many opportunities at Allstate that go beyond insurance sales, including the areas of technology, finance and actuarial science. We also offer a program that employs more than 100 interns a year, creating a talent pipeline for future full-time openings across Allstate.
Our Leadership Development Program (LDP) provides top recent college graduates with accelerated leadership opportunities, helping us develop leaders who have a broad perspective on our business and who bring cross-functional, decision-making abilities to their work.
We strive to create and maintain an environment where people can be and do their best. To that end, we offer a suite of resources that supports employees’ career goals, recognizes and rewards them competitively, and enables personal and professional development.
Employee satisfaction and engagement
To ensure that our employee programs are effective and to encourage input, we conduct an annual voluntary and confidential survey called VOICE. The survey measures how well employee perceptions and behaviors align with the values of Our Shared Vision—including honesty, inclusive diversity, accountability, superior performance, and a supportive work environment that allows our employees to do and be their best. According to our 2012 survey, 90 percent of Allstate employees who responded considered themselves “proud” to work for Allstate, a 3 percent increase compared to 2011. In addition, 91 percent agreed with the statement, “My team has a climate in which diverse perspectives are valued.”
Employee development and continuous learning
We want everyone at Allstate to excel. So we’re committed to helping employees who want to change jobs, improve their skills or advance in a current role. We provide a variety of learning opportunities, including workshops, online classes and on-the-job training. In addition, we:
- Offer tuition reimbursement for both graduate and undergraduate courses at accredited colleges and universities. We help employees and their family members secure loans and scholarships for private (K–12), undergraduate, graduate and professional education.
- Provide financial support for employees who participate in industry certification and professional designation courses.
- Make learning assets available online to help employees develop business, interpersonal, technical and leadership skills on a schedule that’s convenient for them. We also support employee involvement in business conferences and professional associations.
Our learning and development programs give employees and agency owners the opportunity to learn more about Allstate and better understand our business by interacting with top management at town hall meetings held at Allstate locations throughout the country as well as through leader communications conveyed via our Allstate NOW news website for all employees and our Gateway site for agency owners.
In 2012, we introduced Enterprise Talent Market, our new internal job market, which is designed to change the way Allstate handles internal job posts. For example, nearly all openings below the senior vice president level are now posted internally, and candidates are expected to submit a robust résumé similar to one they would use externally. The goal of the new program is to retain and develop top talent by giving employees the opportunity to pursue diverse and challenging roles across the company. Since the launch of Enterprise Talent Market in June 2012, internal placement rates have increased steadily, month over month, from 17 percent to 26 percent.
Providing a safe and healthy working environment is a priority for Allstate, and we strive to eliminate all accidents from our workplace. In 2012, 456 of our employees, or 1.6 percent of our employee population, filed a workers’ compensation claim for work-related injuries. Of these claims, 66 resulted in lost work time. The most common claims were due to slips and falls, being struck by an object, vehicle accidents, and repetitive motion injuries.
If accidents result in lost time, Allstate offers programs to help employees recover and return to work through the Integrated Disability Management Program, which combines short-term and long-term disability benefits with workers’ compensation benefits.
Well-being is a journey that begins with each employee and what matters in his or her life. Through our Good Life program, we offer Allstate employees resources in becoming physically energized, emotionally connected, mentally focused and financially strong.
Employee health and wellness
Our goal is to build and maintain a culture that embraces and encourages our employees’ pursuit of well-being in all aspects of their lives. In 2012, we opened two on-site Wellness Centers, in Illinois and Texas. Each center offers an innovative, holistic approach to medical care, including physical examinations, vaccinations and immunizations, wellness counseling, blood pressure checks, laboratory services and screenings, and a pharmacy. The centers are open to employees and retirees, spouses, domestic partners and dependent children.
These new Wellness Centers join a wide selection of offerings designed to encourage health and well-being for company employees, including our “Destination: You” walking program, wellness coaching, and subsidized, nutritious meals in the company cafeterias. The AllstateGoodLife.com portal, which serves as a gateway to a myriad of well-being resources, is also available to further engage employees and their families in Good Life.
As a result of these efforts, in 2012, 90 percent of employees who responded to the company VOICE survey agreed with the statement, “At work, I’m encouraged to pursue healthy habits that will improve my overall well-being.”
Allstate is unique in making an energy-management workshop available to all employees, not just executives. The workshop, “Energy for Life”, is based on the Human Performance Institute’s Corporate Athlete program. This one-and-a-half-day workshop devoted to well-being teaches employees about discovering their purpose, and uses the scientific principles of energy management, such as how to eat and move, to maximize energy during the day and to stay focused on what matters most at work and at home. In 2012, the workshop was rolled out to employees nationwide and offered to our agents in four regions. As of year-end, more than 7,000 employees and agents had participated in Energy for Life.
Financial well-being is also an important aspect of our overall employee offerings. In 2012, we launched financial well-being education with our first Financial Fitness Month. More than 3,000 participants attended 91 seminars and webinars at 20 offices nationwide. Financial literacy expert Terry Savage kicked off the event. We also repositioned some underutilized benefits as part of financial well-being, and offered special enrollments in Long-Term Disability (LTD) and Long Term Care (LTC) insurance. Enrollment in LTD increased 43 percent to 74 percent and enrollment in LTC increased 59 percent to 15 percent. Allstate took additional steps to increase retirement readiness and financial literacy among our employees:
Retirement readiness results
- Increased 401(k) participation rate from 82.7 to 85.7 percent
- Increased 401(k) 5 percent match from 75.0 to 82.5 percent
Financial literacy tools
We provide Allstate employees with resources to help them in their financial lives. These tools include:
- Personal Finance Center, an online educational resource, for employees
- Retirement Guide and Checklist
- Videos and articles related to financial literacy on the Good Life portal
Allstate’s emphasis on financial well-being was recognized by the White House in 2012 when we participated in a White House Summit on Financial Empowerment and Capability. Allstate was one of three employers on the panel discussing its financial literacy approach for employees and for victims of domestic violence; work we support through The Allstate Foundation.
We understand our employees’ overall well-being depends on successfully managing the demands of work and family. In our 2012 employee survey, 92 percent of respondents said their immediate manager supports their efforts to balance their work and personal lives. To this end, we offer options for flexible work hours, telecommuting, part-time status and job sharing.
We also offer the LifeWorks® Employee Assistance Program as a free service to employees. It includes:
- Three free personalized consultations involving assistance on issues such as parenting and child care, older-adult care, legal matters, financial education, career counseling, addiction and recovery, emotional well-being, and referral and crisis intervention services. The help is completely confidential and available by phone 24/7.
- Individual referrals to resources in the community.
- Educational materials, kits, booklets and audiotapes on a wide variety of topics.
- Access to more than 200 issue-specific resource rooms, booklets and audiotapes, and more than 500 articles that address a wide variety of life issues such as domestic violence, alcohol and drug abuse and HIV/AIDS.
Compensation 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 2012, we paid $3.7 billion in total employee compensation. This included $182 million for health and welfare benefits, and an additional $7 million for wellness incentives such as our National Fitness and Good Life 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 that helps employees find high-quality centers of excellence when they need surgery. These benefits help employees support their families and stay healthy.
Read more about diversity in our workplace in the Diversity section.
Read how our benefits strategy aligns to Our Shared Vision.
Our employees make a difference. Their passion, commitment and involvement improve individual lives, our communities and society at large. That’s why we offer a variety of opportunities and resources for them to give back in ways that work for them.
Allstate employees and agency owners are committed to supporting their communities.
“In 2012, 18,644 employees and 2,191 agency owners participated in our workplace giving campaign, raising a total of $4.3 million”
You’ll find additional details about how Allstate employees give back in the Social Impact section of this report.