Maintaining employee engagement through flexibility

An exclusive survey conducted by Insurance Journal Publishing Group, in collaboration with Rioux Consultants HR, reveals that remote work has become a habit for 92 per cent of employees in the property and casualty (P&C) insurance sector, both in brokerage firms and with insurers and claims adjusters. 

Presented in Montreal during the Property and Casualty Insurance Day on April 13, 2023, the survey on post-pandemic work organization in the P&C insurance industry also revealed that nearly two-thirds of surveyed organizations require one day or less of in-person presence in physical offices per week (38 per cent require less than a day, and 23 per cent require one day per week). Only 16 per cent of organizations require three or more days of in-person presence in physical offices. 

Commenting on the survey results – the firm surveyed more than 200 companies – Catherine Rioux, president of Rioux Consultants HR, stated that there is no turning back now. According to her, companies must now make themselves as attractive, if not more, than the home office. Other survey results are presented in this article. 

Unmet expectations 

The COVID-19 pandemic has profoundly disrupted the global workforce, extending far beyond the insurance sector. This period has forced introspection, revealing deficiencies in mental health and well-being within the workplace, as surveys indicate that many Canadian workers feel their expectations are not being met. 

Among them, the June 2023 edition of ADP Canada’s Happiness@Work Index reveals that the national score for workers has decreased by 0.1 points in June when compared to May. It currently stands at 6.6 out of 10. This survey of 1,200 randomly selected employed or self-employed Canadian adults is conducted monthly by Maru Public Opinion. 

According to the index, the only workers with increased workplace happiness scores are the baby boomers aged 56 to 75 (7.3) and workers in Quebec (7.1). The Generation Z score (18 to 24 years old) decreased the most, dropping from 6.9 in May to 6.5 in June, a decrease of 0.4 points. 

ADP Canada highlights that the primary indicator and all secondary scores of its index have declined in June when compared to May. These secondary indicators include compensation and benefits (score of 6.1, down 0.2), career advancement opportunities (score of 5.9, down 0.2), work-life balance and flexibility (score of 6.8, down 0.1), and recognition and support (score of 6.6, down 0.1). 

Building better connections 

Another barometer of employee morale, TELUS Health’s Mental Health Index (formerly LifeWorks) for May 2023, shows that the workplace remains fragile. The report from this index, which surveys 3,000 workers monthly, reveals that 20 per cent of workers do not feel as supported by their employer regarding their mental health as they did at the beginning of the pandemic. 

Problems are experienced at the frontline. Over the past year, 26 per cent of managers report conflicts within their teams and 12 per cent claim there has been harassment or bullying within their team. 

Collaboration seems essential to mental health, according to the index, with 38 per cent of workers reporting constant collaboration with their colleagues. This group has the highest mental health scores.

With a score of 64.6, the mental health of workers in Canada remained stable compared to April 2023. One-third of Canadian workers (33 per cent) are at high risk of suffering from mental health issues, 43 per cent are at moderate risk, and 24 per cent have a low risk of suffering from a mental health problem. A score from 0 to 49 indicates poor mental health, while a score from 50 to 79 reflects precarious mental health. A score of 80 to 100 indicates optimal mental health. 

“A recent global study by Microsoft cited in Fast Company’s web publication revealed that 84 per cent of employees would be more motivated to come to the office to work if it meant they could better connect with their colleagues,” emphasized Rioux. She also presented the results of the survey on post-pandemic work organization regarding measures taken to prevent mental health issues. 

Sébastien Dupuis, CEO of Assumption Life, believes that insurers are well-positioned to offer mental health and well-being benefits to employees. “We offer it to our clients in group insurance. We have easier access to resources. Companies should consider having group insurance because we can really help employers in these aspects,” he said in an interview with the Insurance Portal. 

Meet employee expectations 

Dupuis also notes that organizations must now better meet employee expectations. Thanks to the pandemic, employees now have more power in relation to their employers, he observes. “Today's employees can shop around more and make more demands. This has allowed us to look at the experience we want to offer our employees,” he says. 

The CEO discusses the experience offered within the insurance mutual in Moncton, New Brunswick: “Is it at the ultimate level? The answer is no,” he declares. To differentiate itself, Assumption Life aims to better define the employee experience.

Dupuis gives an example of the hiring process used to fill a policy issuance clerk position: “Today, we will explain more about how this work makes a difference for us and in the lives of clients, brokers, and the entire market in which we operate. It’s about giving meaning and purpose to work,” he explains. 

Constructive rather than aggressive 

Assumption Life also aims to better express the qualities they desire in a candidate when filling a position. “We are looking for people who have the same culture as the company, a culture that is more constructive, less passive and without aggression,” says Dupuis. He draws these three characteristics from an independent evaluation by Human Synergistics, in which 86 per cent of employees participated. “It is our responsibility to continue progressing and listening to what they are looking for,” he adds. 

Dupuis also spoke about the challenge of filling certain technology positions. “So many things are possible. Any technology position allows you to work from anywhere in the world. There are probably more consultants today than ever before. Someone can leave their employer, become a consultant, and find benefits they didn’t have before,” says Dupuis. 

“We have several open positions and we have also filled several recently because of what we had to offer. It’s not a one-size-fits-all offer, but we have been able to sell it well. We have 60 technology positions, including (in) our Lavvi technology subsidiary, and five to six are available. We are focusing on our technology platforms,” explains Dupuis. 

During her presentation at the 2023 Property and Casualty Insurance Day, Rioux demonstrated that the industry will need to rely on flexibility to maintain employee engagement. “The more rigid we are, the more we demand a certain number of days in the office, the more we see the difficulty of being an attractive employer and the difficulty of retaining our people,” emphasized Rioux (also read the article “No 100 per cent return-to-office envisioned for the industry,” pages 14-15 of the Insurance Journal, June 2023 edition). 

According to Rioux, this trend is even more significant today. She cited a Gallup survey whose results reveal that 60 per cent of fully remote employees would leave their jobs if asked to return to the office. “As time goes on, the need for flexibility becomes more important. The sense of loyalty that existed for many years is no longer sufficient. People have tasted flexibility, and it is now part of our reality,” comments the HR specialist. 

How many days in the physical office? “There is no magic number of days in the office,” notes Rioux. She cites another Gallup survey that shows the highest employee engagement rate is achieved by those who go to the office three times a week. Beyond this threshold, engagement rate declines significantly. 

Giving meaning to the office 

Quoting the survey on post-pandemic work organization within the P&C insurance industry, Rioux points out that companies require employees to be present in the office, but 67 per cent of them do not offer any incentives to do so. “I’m not talking about a basket of apples or a massage therapist. There needs to be a sense of purpose, an added value. Nowadays, the office is competing with the home. If I’m an underwriter who spends the entire day in a cubicle on the phone, why would I endure an hour of traffic for the same work I can do from home?” 

The employer needs to create an engaging and enjoyable work environment so that people have the desire to come back, she adds. Employers which say “at our company, you can choose your own schedule,” are held up by Rioux as an example.

“The employer has the opportunity to stand out and be innovative. Some clients have decided to expand their offices to create a pleasant and competitive work environment compared to home.” 

Flexible hours 

“We listened to our employees regarding working hours,” emphasizes Dupuis. The CEO of Assumption Life adds that they have adopted flexible working hours, a four-day workweek and a program that allows the purchase of additional days off if needed. “We offer interest-free loans for travel. We have been attentive to our employees’ well-being and mental health. We have clarified that family responsibilities and medical appointments are important,” he says. 

Dupuis also praises the merits of the physical office. “After months of virtual meetings, managers make an effort to have a minimum number of in-person meetings, meet at the office, have lunch together and engage in exchanges. My team has told me that the depth and breadth of discussions are far superior to those that took place virtually. We see the benefits of human interaction. Not just the words, but also the body language. You can tell from someone’s tone if they are uncomfortable, but you can see it in person.”