Allianz Diversity Strategy
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Allianz Diversity Strategy
Lori Callahan
General Manager Liability and CTP Claims
Who is Allianz?
Allianz Australia
- One of Australia's largest General Insurers
- Serving over 2 million Policy Holders and over 50% of Australia's top 200 BRW
Listed Companies
- 3,300 Employees Locally
Allianz Group
- Largest Property & Casualty Insurer in the World
- 75 million customers in 70 Countries
- 172,000 Employees Globally
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Group Diversity Strategy
Global Diversity Council
- Established in 2007
- To establish diversity as a worldwide goal at Allianz
Why diversity?
- Fully tap into workforce talent capabilities
- Diverse Teams positively impact performance
But Also Overcomes Basic Business Challenges:
- Top quality resources in order to compete in a highly competitive business
- Shrinking and Aging workforce
- Growth
“What is the Motivation for Diversity?” Survey of Allianz Managers:
- “Performance of my team”
- “Attractiveness to best talent”
- “Competitiveness”
- “Customer needs”
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Group Diversity Strategy
Focuses on three areas:
1. Diversity Policy
- Discrimination, Equal Opportunity, Complaints/Grievance Procedures and
Staff Education (Cultural Diversity Days)
2. Customer Diversity
- Diverse Markets and Consumers (eg Islamic ‘Takeful’ Insurance)
3. Women in Management
- Capability Development first and Recruitment second
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Group Diversity Strategy
1. Diversity Policy
Highest Positively Ranked Question on Allianz Australia’s Cultural Survey:
“Allianz is a safe environment to work in e.g. free of sexual harassment,
discrimination etc.”
2. Customer Diversity
Many programs and initiatives
3. Women in Management
Equal Opportunity for Women in the
Workforce Agency ‘Employer of Choice for
Women’
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Why women?
First some Statistics:
- 52% of the Population
- 50% of the Workforce
- 60% of new University Graduates
- 80% of the Buying Decisions
- 50% of all Businesses are Owned by Women
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Why Not?
Allianz SE Board:
“If we are looking for high performance individuals to bring problem solving ability
and enhance the quality of management, we cannot afford to ignore the
capability and potential of women.”
“Not logical for management to be under-represented in 50% of the workforce.”
“We cannot afford to lose out on this input in management.”
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Why Not?
4 recent studies found a link between Gender Balance and
Performance:
More women in leadership results in Stronger Financial Results
1. Catalyst
2. McKinsey & Company
3. French Study
4. Vietnam Study
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Is it Just Talent?
Do Greater Numbers of Women Make a Difference?
2002 Canadian Conference Board Report - Link between women on
boards and good governance credentials
- Conflict-of Interest Guidelines
- 94% of boards with 3 + women
- 58% of all male boards
- Conduct Formal Performance Evaluations
- 72% of boards with 2 + women
- 49% of all male boards
- Gender Balanced Boards
- Pay more attention to audit and risk controls
- Considered needs of more categories of stakeholders
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There is Risk
Women may be the same as men
Men may become alienated
Women view strategy cynically
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How is Allianz Achieving This Goal?
Intended Outcomes:
- Increase number of Women in Talent Pipeline
- Increase promotions of Women into Senior Roles
- Increase in Rate of Return-to-Work Mothers
Activity:
1. Survey of Women in Management
2. Develop Flexible Workplace Strategy
3. Diversity metrics include in Senior Management Targets
4. Diverse Candidate Panels used for critical positions
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1. Survey - What would assist?
Mentoring
Networking Opportunities
Leadership Programmes
Flexibility - not Balance
Visibility
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2. Develop flexible workplace strategy
Part Time
Job Sharing
Work from Home
Measuring and Reporting by Business Unit
Higher now than at all time since Measured
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3. Senior Management Targets
Diversity metrics included in Senior Management Targets
- Demonstrate activity
- % KPI (not quotas)
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4. Diverse candidate panels used for critical positions
All senior position recruitments now include a woman
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Practical Examples of this for Allianz:
Example of a Recruitment Ad:
“Do you have a home of your own, a family and now would like to have a job
close by? Great – because if you display qualities such as resilience, diligence,
empathy, and ambition as a matter of course in your day-to-day family life, you
have a lot in common with our successful employees.”
“If you want to embark on a new career, we offer you attractive opportunities, a
work place close to home and an interesting job at Allianz.”
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Practical Examples of this for Allianz:
Recent Tender for Legal Panel Asked:
“As a global company, Allianz recognises the benefit of diversity in its workforce
and customer base. Describe how your firm recognises and leverages the
benefits of diversity.”
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Is it Only Insurance?
70% of the Law Graduates are Women
20% of the Law Partners are Women
Even once you “make it”, there are problems:
Survey on Women in Court – Law Council of Australia
“Anecdotal evidence that Gender briefing patterns exist in the legal profession.”
Full results in October
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The “BIG” Issue
“On Ramp – Off Ramp Careers”
- Re-entry after Maternity Leave
- Women more impacted by:
- Child Care Gaps
- Elder Care
- Sudden Family Illness
Helen Allchurch Research
- Women need to be asked to return to work
- Mere presence of other women makes a difference to the willingness of
women to express their need for flexibility
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What are lawyers doing?
Active Women Lawyers Associations (networking, mentoring, issues,
supporting women in roles)
Formal Women’s Network Programmes e.g. TressCox’s Connected Women’s
Network – Objective: to Create Forum for Female Oriented Networking
International Women’s Day Activities
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What can you do?
Listen
Ask an “Off Ramp” Female to come back to Work
Offer Flexibility without being Asked
Calculate Your Own Diversity Statistics
Brief a Female Barrister
Add Diversity to Tenders
Be Visible
Be a Mentor
Be a Role Model
Be Flexible
Create a Network
Network Yourself
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Conclusion
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