Bit of background about Admiral · • Taking everything into account, I am happy at Admiral Group...
Transcript of Bit of background about Admiral · • Taking everything into account, I am happy at Admiral Group...
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• Bit of background about Admiral
• Our culture & our four pillars
• Some of the challenges we face
• The results
What will I be talking about?
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Who are Admiral?
3.64 million vehicles insured
5,100 Staff
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Where are we?
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“People who like what they do, do it better”
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Our Culture
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Fun
Customer service
Fun at work
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Equality
• Open door policy• No ‘executive’ benefits, such as extra holiday, dining rooms, company cars
• Same chairs and desks• Car park waiting list for everyone
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Equality
• Our CEO welcomes all new starters
• Inverted pyramid structure
• ‘Back to the floor’ programme
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Reward and Recognition
• No dress code• Long service awards – 5, 10, 15, 20 years
• Star lunches every quarter
• Top 10 Departments• Annual Manager’s Awards
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Reward and Recognition
• WOW Factor• Initiative King & Queen• Last, but by no means least: saying thank you for a job well done
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Reward and Recognition
Company wide award ceremonies
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Reward and Recognition
Short term incentive plans:
Monetary incentives in most departments
Drive performanceMajority of our incentive programmes are quality driven, not unit driven
Competitions for the best quality
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Reward and Recognition
Long term incentive plans:Designed for long term focus and performance:
All Employee Share Incentive Plan (SIP)
Attendance recognition plans (12 months)
Quarterly incentivesSix monthly incentives
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Reward and Recognition
2 yearly company party
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Communication
Communication is vitally important – multi‐directional feedback with ownership
Drives employee engagement
Drives changeImproves the business
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Communication Channels• Intranet• Face to Face Company Updates
• Friendly Forums• Online Chats• Business Exchange• Column• Staff surveys• Tea with...
• Direct email• Open door policy• Email• Team meetings• Staff General Meeting (SGM)
• Admiral TV• Senior Managers running training sessions
Communication
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Monthly Staff Surveys• Do you get enough information from your manager to do your
job?• Do you feel well informed about what Admiral Group is doing
as a business?• If you had a problem, would you feel comfortable bringing it
up with your manager?• What silly rules or bureaucracy have you come across in
Admiral?• Is there anything the Company does as a business you find
hard to justify?• Would you agree your department treats its customers fairly?
Communication
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• Customer service is the most important thing we do
• Engaging new hires –particularly in the call centres
• Change is the only constant
• We are all busy (that’s why formal communication is important!)
• Recognising the individual – MOF
• Flexibility is vital
Challenges
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• Customer service is the most important thing we do
• Engaged employees• Change is embraced by our employees
• Flexibility is a given
• We are all busy (that’s why formal communication is important!)
• Recognising the individual
The results
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Annual Staff Survey• I am proud to be associated with the Admiral Group – 96%• My immediate manager shows enough interest in my development
– 89%• I feel I am treated with respect and my opinions are considered by
my manager – 94%• Taking everything into account, I am happy at Admiral Group – 91%• I feel valued by my colleagues – 92%• I think people are willing to go the extra mile to get the job done
across Admiral Group – 89%• I think I make a valuable contribution to the Group’s success – 88% • In my opinion, the Admiral Group is truly customer focused – 90%
Communication
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Our Awards
These awards are important to us as they come from a survey of the people that work here
Currently placed 11thCurrently placed 2nd
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Highly engaged employees mean better business performance: there’s no doubt
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Case Study – Department Restructure
How could we improve initial claims experience?• Identified that it would be easier if customers could speak to a
specialist sooner• Disbanding of one department – affecting c200 people• Moving of these employees into more specialist teams• Moves took place between March and September• 200 team members trained to upskill and change role• All staff communicated to by Heads of Department• Feedback from team members generally positive once over the
surprise• No attrition because of this change
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Case Study - Homeworking
Could we improve employee engagement and therefore service by enabling home working? Could it improve our DR capabilities?
Home working is a departure for us. Our culture is very much built on teams and camaraderie. Important to get things right.
Key metrics of homeworking:ProductivityQualityEmployee retentionAbsence rates
.
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Are there any questions?