A grassroots approach to insurance diversity and inclusion
The opportunity to build a diverse and inclusive workplace is the silver lining of the insurance industry talent crisis.
According to the U.S. Bureau of Labor Statistics, over the next few years, approximately 400,000 employees are expected to retire from the insurance industry. The issue is compounded by a lack of interest from millennials, who are choosing careers in technology or health sciences rather than insurance. Many pundits conclude that carriers will not achieve their diversity objectives when the pool of talent contracts and perception meaningfully constrains recruiting. It’s difficult to diversify an organization when the pool of talent is already limited.
At Fortegra, we decided this industry problem was an opportunity. The need to retain and attract talent presents the opportunity to build and develop a diverse and inclusive team. What follows are a few of the reasons we think that’s important as well as advice for getting there.
Diversity is good for business
New ideas are often a catalyst for innovation and growth. A workforce made up of individuals with unique perspectives, experiences and backgrounds can provide new ways of thinking that will set that business apart from the competition.
Diversity is more than a social issue. It’s an impactful approach to business with short- and long-term benefits. Mothers are a good example of this. According to researchers, motherhood enhances memory and contributes to improved problem-solving and stress-management skills. A company’s culture and bottom-line benefit from the problem-solving abilities mothers bring to the workforce. But unfortunately, when juggling parenthood and work is simply too difficult, these valuable employees exit the workforce.
While merit should be the only criteria for success, we must recognize that for some, the playing field is not level. Before you can be judged on performance, you must have an opportunity to perform.
Leveling the playing field
While diversity statements or quotas may demonstrate intention, they don’t necessarily solve problems. The approach to diversity and inclusion at Fortegra is twofold. First, we hire and promote based on merit alone. Second, we seek to support and accommodate historically disadvantaged groups.
For example, women face unique challenges throughout their careers. A diverse company recognizes that fact and works with women to identify and overcome obstacles through networking opportunities, educational initiatives, mentoring programs and policy. An employee resource group is a significant first step for companies interested in making real progress toward diversity.
As a husband and father of two daughters in the workforce, Fortegra CEO Rick Kahlbaugh witnessed women’s struggle balancing family and career. When he decided to tackle this issue within Fortegra, he first sat down with women in the company. His approach facilitated open and honest discussion that led to the creation of Fortegra’s Network of Women (N.O.W.), an employee resource group that aims to foster diversity and inclusion within Fortegra. Through various events, policy initiatives and education, the group works to provide opportunities for women to demonstrate their contribution and win leadership positions within the organization. What started as a diversity initiative has become a competitive weapon, allowing Fortegra to attract and retain female talent.
Starting an employee resource group
Employee resource groups operate outside of human resources and have an appointed steering committee. These resource groups can sponsor and organize events, shape policy and provide training and education that furthers their initiatives. While events should be geared toward the group’s purpose, in the spirit of inclusivity, they should be open to all interested employees. Educational and training events can cover topics such as unconscious bias, leadership and financial literacy. In addition to training, the steering committee can review company policy and suggest change where needed. Free lunch days, flexible maternity leave and pumping rooms are a few ways an organization can support female employees.
Studies show that mentorship and sponsorship are catalysts to career success, but formal programs can be difficult to monitor and maintain. Informal guided networking events are a simple yet effective approach to mentorship, and a key component of a successful employee resource group. Meeting like individuals within an organization plants the seed for allyship, which leads to mentorship and, ultimately, sponsorship.
The talent crisis insurers are facing is an opportunity to build a diverse and inclusive workforce. Policy is important, but it’s only part of the equation. Real change goes beyond policy to consider human dynamics. By supporting and equipping without prejudice, leaders level the playing field so that all individuals can achieve their potential.
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