Remuneration
Performance and remuneration reviews occur on an annual basis and involve:
Training and professional development
We’re focussed on creating growth mindsets within IAG and enabling training and professional development. Over the past twelve months we’ve focussed on three key development areas: future workforce capability, leadership development, and partnering to enhance development offerings. Programmes: Future Me: designed to help our people understand the future of work trends, we support our people to prepare themselves for the future in a way that’s personally relevant. The Future Me portal has resources based around four key categories; ‘awareness of the future’, ‘know myself’, ‘my skills’ and ‘my working future’.In the last six months it’s had over 8,000 page views.
We also invite professionals with future focus to live stream seminars for our people. Leading at IAG: the Leading at IAG learning portal is key to supporting our people to develop and explore, and apply their leadership acumen. It’s for everyone, and has had over 22,000 page views in FY19. All our people leaders have had training in the leading@IAG key principals and how they can be applied practically every day. We have conducted a coaching pilot, which included one on one coaching for participants, coaching skills learning, and entry level Spark leadership programme participation. Partners: ANZIFF: 110+ IAG NZ people are enrolled in insurance-related qualifications. 36 have completed qualifications in General Insurance. Lynda.com: One third of our people are active on Lynda.com, an online learning platform that provides 13,000+ learning modules covering a range of topics e.g. soft skills, data and digital, and leadership development.
Career progression
We have a well-established process for understanding and building our internal talent and career progression within the organisation. People are encouraged to complete a Career Profile that includes their key skills, capabilities and career aspirations. At least twice per year people leaders document a people review, and their teams are discussed as part of a Talent People Day. Development and succession actions are discussed, and actions agreed. The New Zealand Leadership team also prioritise development, particularly as it relates to succession into critical and senior roles, developing our women and other diversity groups through attraction, promotion and retention plans. This year, the majority of our hiring has been from internal applicants showing that we prioritise and supporting development and career progression for our people. We also have a stated goal of 50% Women in Senior Management by 2023 and have policies and selection processes in place that ensure gender diversity on hiring panels and shortlists.
Diversity and inclusion
At IAG, we value diversity, inclusion and belonging (DIB). We believe that if diversity is who you are, inclusion is being included in the conversation, and we’ve added belonging to ensure our people feel they can be who they want to be at IAG. To achieve these things, we have a Diversity, Inclusion and Belonging strategy which focuses on three key areas; Flex for Life, Equity, and Accessibility. To ensure DIB is prioritised and amplified throughout our business, each of our New Zealand Lead Team have a DIB commitment. For example, our CEO Craig Olsen has committed to a 50/50 women in senior management (WiSM) goal. As at June 2019 we have 35% WisM and our target for FY20 is 40%. We have a number of Employee Network Resource groups within IAG that represent different communities of people; Pride@IAG, Māori Employee Group, Celebrating Women and Matau Tagata Pasifika. Some of our key 2019 DIB achievements:
We also support the First Foundation and Tupu Toa career and development pathway programmes for students.
Access to technology and resources
Access to technology and resources has been prioritised as part of our move towards supporting more flexible ways of working, particularly around supporting more of our people to work-from-home. People who are working from home more than one day per week on a regular basis are entitled to a full workstation set-up in their home office, including a laptop, two monitors, a docking station, keyboard and mouse. We’ve invested in Avaya Softphone technology, which means people can make and receive calls no matter where they are physically located. Their laptop camera allows them to dial into video conference meetings via Avaya or Webex ensuring team connectivity and inclusion are maintained regardless of location. As an organisation we are working more closely trans-Tasman and are focused on ensuring our people can connect with others anywhere and anytime. Harmonising our processes and investing in technology systems that are enabled trans-Tasman are key enablers of our simplification strategy.
Communication
In the past year we’ve revamped our communications channels to ensure simplicity, clarity, and engaging content for our people. To reduce the amount of ‘noise’ our people experience we now have three main channels that communicate operational, strategic and people-themed content. These are:
Work-life balance
MyFlex, our flexible working programme, was launched in November 2017. MyFlex recognises that everyone’s situation is different and supports the development of an agile, adaptive and engaged workforce through enabling greater access to flexible working options. MyFlex includes:
MyFlex has broken down barriers that previously limited people’s flexible working options. For example, our contact centre teams were previously excluded from flexible working options due to technological constraints. By running a series of pilots to help us understand the barriers, and what we needed to do to overcome these, we have been able to ensure all our people, including our contact centre teams, have access to MyFlex. MyFlex has contributed to an increase in productivity, quality of work, wellbeing and talent retention. Employees who have moved out of central locations to more remote regions have been able to continue working for IAG.
Health and wellbeing
IAG’s Purpose is “We make your world a safer place” and that starts with supporting our people to make all aspects of their own “world” safe, too. Our Wellbeing Strategy addresses all five health strands for total wellbeing: physical, psychological, spiritual, financial/economic, and social health.
Physical: A health and wellbeing benefit of up to $500 is available to our people to spend on a health or wellbeing-related activity of their choice e.g. gym membership.
Psychological: Ngā Kaimanaaki is a group of IAG people trained and certified in Mental Health First Aid to assist with peer-to-peer support in times of mental distress or crisis.
Spiritual: This year we introduced three days’ special leave to attend burials (in line with Muslim culture) and have set up permanent, dedicated multi-faith prayer rooms in our larger sites. This is in addition to Tangihanga Leave, which is already part of our Bereavement Leave offering.
Financial/economic: We have initiatives to help our aging workforce continue to work and support their economic health. For example, we chose new fleet vehicles based on the fact they provide better ergonomic features and comfort.
Social: IAG has a ‘MyHealth’ information portal available to both our people and their families. It contains over 1500 articles, recipes, and other wellbeing content and receives more than 30,000 page views per month. Over 1600 staff and their whanau typically participate in wellbeing-related self-help challenges such as ‘‘DeFuse’ which teaches participants the skills to have better conversations in their relationships.
Reward and recognition
The whakatauki ‘Ehara taku toa i te toa takitahi, engari he toa takitini’ means ‘Success is not the work of one, but the work of many’ – and is the inspiration behind our recognition programme: He toa takitini. The recognition programme He toa takitini supports our people and leaders to build connections and celebrate success together by enabling leaders and colleagues to acknowledge each other and teams. Some features of the programme are:
During the last 12 months:
Further information
