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. So inclusive diversity is a core value at Allstate and receives full support from all levels of the company.
Diversity goes far beyond gender, ethnicity and religion. It encompasses every possible combination of people and places, backgrounds and values. Allstate serves 16 million households, each one unique. Our more than 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.
For Allstate, valuing diversity keeps us more in tune and in touch with our diverse customer base. It energizes employees when their ideas and contributions are heard, improves productivity and sparks innovation. It leads to higher levels of employee engagement, better communities and greater growth for Allstate.
Our diversity strategy is set by the CEO and our Enterprise Diversity Leadership Council and implemented by our Chief Diversity Officer. Over the years, our commitment to inclusion and diversity has been recognized by more than 45 media publications and associations that monitor diversity and workplace issues. To learn more, see the Awards and Recognition we receive annually for our programs.
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 to creating a high-performance culture at Allstate. Hiring and retaining high-value employees from 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 2011, Allstate reclaimed its spot on The DiversityInc Top 50 Companies for Diversity® list, which measures CEO commitment, human capital, corporate and organizational communications, and supplier diversity. 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 2011 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 by females on our Board of Directors
- Strong gender diversity numbers among top management
- Nearly 10 percent of our staff participates in ERGs
Supporting diversity within our workforce also means promoting inclusion, work/life balance, dignity and respect, lifelong learning, commitment to appropriate representation, and leveraging differences to strengthen innovation and creativity.
We also provide diversity education, career advancement and development options, accountability measurement, mentoring programs and support networks to all employees.
In 2011, we increased our efforts to build a talent pipeline with women and minorities. We enhanced our diversity education course with a greater focus on cultural competence — or the ability to relate effectively to individuals from various groups. Our benefits package also offers a variety of options, reflecting the value Allstate places on employees’ diverse needs.
Among Allstate’s employees, nearly 60 percent are women, and more than 30 percent are minorities. Nearly 50 percent of officers and managers are women and 23 percent come from one of five minority groups.
At the executive level, diversity scores improved as well. Women now make up 30 percent of our top management positions in the company.
Employees connect with each other and build relationships through Employee Network and Business Resource Groups Across Allstate — organizations of employees with common interests that are officially recognized by the company. Groups are organized around special interests but are open to all employees. 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 groups include:
- AWIN – Allstate Women’s Information Network
- PLAN – Professional Latino Allstate Network
- 3AN – Allstate Asian American Network
- ANGLES – Allstate Network of Gay and Lesbian Employees and Supporters
- AAWN – African American Working Network
- AAN – Allstate Adoption Network
- YPO – Young Professionals Organization
- PWT – Parents Working Together (created in 2012)
- AVETS – Allstate Veteran Engagement Team & Supporters (created in 2012)
In 2011, network groups received monetary support from the company for the first time. The funds were used for activities and to help with planning and managing group budgets. Allstate expanded its support for group presidents by helping them develop their leadership skills.
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 applied to all employee network groups.
More information and a list of achievements for this year can be found in the “Employee Network and Business Resource Groups 2011 Annual Report.”
Read more about diversity among our suppliers in our Business Practices section and diversity among our agents in the Agency Owenrs section of this report.