Development rooted outside the forest

By Justine Connelly

The term “employee development” brings to mind the esoteric activities that otherwise open, sensible, and perfectly results-oriented companies force their employees to engage in. Many of these activities have me envisioning weekends in a forest playing trust games where I have to fall awkwardly into some coworker’s arms — someone I would not normally touch, much less embrace. At the end of the weekend, I emerge from the forest with a new perspective on my company. At least, that’s what’s supposed to happen. Mostly, I’m just thinking about a shower.

Jim Allin is amused by my fears. Allin is the director of corporate learning and organization development at Allstate Canada. His take on camping with coworkers? “The last [such activity] we did was 10 years ago [and] I’m not sure they’re worth the money. Our employees by and large prefer practical applications: Basically, don’t make me stretch to figure out how running around in the forest is going to make me better back at the office.”

Allin is in charge of developing soft-skills education across Allstate Canada. This includes succession planning, talent management, and supplemental education. “I help our management team develop a developmental mindset,” he says. “Because we sell an intangible product, our business is about money and people. So the way you differentiate is the people you’ve got. If you go to Allstate, the product [insurance] is the same, but the people are different. If you come from that premise, it’s really important that employees understand our business, the value they’re supposed to add, and how to interact with customers.”

Employee engagement starts with a three-day new employee orientation, and is bolstered by courses and feedback through an employees’ career.

So let’s say I work at Allstate and I have a time management issue. What course does Jim suggest I take? “Well, first I’d have to figure out what the issue was: Are you always late for meetings? Are you missing meetings? Is your desk always cluttered?” I admit I’m prone to the latter. “The solution might start with an internal workshop; it might be a workshop I know of over at Seneca College. It might simply be reading a couple of articles.”

The difference is in the follow-up, to make sure learning is implemented. “I say: If you’re going to a seminar on the 10th of the month, let’s sit down on the 11th so I can figure out what support you need from me. It’s the difference between a training plan — where someone just goes to a course — and a development plan designed to improve behaviour and performance,” says Allin.

Allstate Canada figures that they can’t afford not to develop their employees into happy people who can supportively deal with customers. “There are over 200 [insurance providers] across Canada, and competition is increasing: In the past few years there have been new entrants each year,” says Karyn Toon, director of corporate relations for Allstate Canada.

There is enough choice to confuse me indefinitely: broker company providers, direct agent providers, internet and call centre providers. Lest I forget, Karyn reminds me of the “niche providers” that insure the diamond collar, or the chihuahua I might put it on, (if I were a chihuahua-toting kind of gal).

Toon believes that a real, live voice on the phone is important particularly to women. Maybe she’s on to something: If my basement flooded, I’d be miffed if all I could reach was a “your call is important to us” recording, or was told that my representative was up north singing Indigo Girls songs and making s’mores.

It makes sense if you think of insurance not as a commodity, but as a service. According to a 2008 J.D. Power and Associates Report, customer service accounts for 38 percent of satisfaction among home insurance policyholders, while price/premium accounts for only 17 percent. Even in the premium-loaded, price-sensitive auto sector, the number one driver of satisfaction is customer service.

For tangible results, I went looking for metrics, but Allin puts it in slightly different terms: “My team and I are considered a ‘shared service’ to the organization, so we ask: Are internal customers happy? And do they come back for repeat business? The answer is yes.”

For more information...

...visit Allstate Canada

...read the HR Tests blog on human resources metrics

...about implementing systems, pick up a copy of Michael Gerber's The E-myth Manager