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Contents
Introduction
Approaches to succession planning and talent management
Competency models and performance measurement
Balancing technical expertise with broader business management skills
Building a mobile, global talent pool
Diversity in the European insurance industry
The value of job rotation
External benchmarking
Rewarding people for developing talent
Who is responsible for succession planning and talent management?
Conclusion
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Participants
Spencer Stuart European Insurance Practice members
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Introduction
Talent management and succession planning go hand in hand.
Managing talent is about providing opportunities for people with the highest potential in an
organisation to learn, develop, gain useful experience and progress in their careers. It means
stimulating and retaining the people who are destined to play a major role in the future of the
organisation.
Succession planning is about the identification and development of future leaders. This task
is made much easier where talent has been well managed. After all, the right successors are
unlikely be found inside an organisation where the talent has not been properly nurtured and
developed. Succession planning forces an organisation to look closely at its talent, develop
reliable assessment procedures, and ensure that they are applied systematically across the board.
In most European insurance companies, formalised talent management and succession
planning processes have been introduced relatively recently, i.e. within the last five years. Based
on comparable studies we have conducted in other parts of the financial services industry and
in consumer and technology businesses, it is clear that the insurance industry lags beind other
industries in this respect. But even for those that have been active in this area for some while,
getting peoples attention and doing it right remain a challenge.
European insurance companies are starting to recognise the value of talent management and
succession planning, although in many cases there appears to be a substantial gulf between
intention and reality. Many good programmes exist, but do they deliver?
Rolling out a succession plan across an organisation usually involves significant cultural
change, and the insurance industry finds it harder than most to embrace such change. There
is evidence of excellent programmes in place and there is plenty of innovation; but there is also
conflict between progressive ideas and some of the more traditional, conservative approaches
that resist the performance-based analysis and appraisal procedures necessary for creating a
meritocracy.
Finding potential successors being able to replenish and enhance leadership from within
requires discipline, sound processes and commitment from all levels of the organisation.
The impetus and framework need to come from the top (this is not always apparent), but much
of the effort takes place at grass roots level. In the next section we look at some of the efforts
being made to introduce best practice into European insurance companies.
they can do the job, not in terms of positive discrimination, but we are mindful that we have to
manage candidates carefully.
There is only one woman in a top management position, despite the fact that 60% of our
employees are female.
When looking at making internal promotions, we always try to have a womans name on
the list.
One company, frustrated with the finite talent pool within insurance, recently hired a number
of bright people from outside the industry, particularly from law and consulting firms. Within
a year these new recruits had gained a good grasp of insurance and were starting to make a
serious contribution, bringing with them welcome energy and a fresh perspective. In their own
way they had brought with them some diverse thinking into their new organisations.
External benchmarking
As we have seen, changes in the financial services industry, and particularly in the insurance
sector, are forcing companies to revise their business strategies, often taking them into new
and unfamiliar territory. Sometimes a company is unable to supply all of its leadership needs
from within, and is left with no option but to look outside.
Even if a company believes that it is self-sufficient in terms of talent it is often regarded
as essential, when a succession event occurs, to benchmark internal candidates against
competitors and an even wider potential talent pool.
The insurance industry traditionally tends to stick to its own
Recruiting for brokers is more of a wine bar scene.
However, external benchmarking appears to be the exception rather than the rule for insurance
companies. Few have a screening or assessment model for potential external candidates, and
systematic benchmarking of the competition is extremely unusual. One person told us that
he will occasionally meet high potential people from outside the organisation on a speculative
basis, whether there is a job or not but this is a long way from systematic benchmarking.
This lack of external benchmarking may result from the strong sense of self-sufficiency that
permeates many insurance companies. In some instances this might be characterised as
complacency or even insularity.
In the broking industry we have been very myopic and very incestuousour sons and
daughters marryand people remember favours dating back decades or generations.
Insurance companies prefer to make internal appointments when possible, looking outside
only when subsidiary and/or parent companies have not turned up suitable candidates.
External hires tend to be more common in financial and other functional roles.
External consultants are occasionally used to validate internal promotions (for example,
combining psychometric testing with in-depth interviews). However, looking outside the
organisation for potential recruits is noticeably less common than in other industries.
We are much more about internal mobility rather than looking outside. However, for
functional roles we can be more external.
We actively try to avoid cannibalisation in the industry it just increases pay-levels.
The creation of specific talent pools tends to be reserved for very senior positions only, and
inclusion in such a pool can involve a tough selection process based on a set of leadership
competencies.
External talent pools are developed in a less formalised manner, often as a result of networking
and building professional relationships in the market. On the whole, insurance companies do
not keep target lists of companies from which they seek to recruit.
We are much leaner than we were, which does reduce opportunities, and the demands on
senior people are much broader. An internal oversupply can lead to frustrations which need to
be managed.
Static employee populations in some companies can make them a recruiting ground for other
organisations, which makes talent management schemes all the more important.
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Conclusion
We could do better at retaining people. We lose people before they get a sense of what life
could be like if they stuck around.
Many strong talent management and succession planning programmes have been developed
by European insurance companies, but there is a long way to go before most companies catch
up with best practice outside the industry. During the next few years, companies will need
to consolidate what they have in place already, and take their programmes deeper into the
organisation for their long-term self-interest.
As the insurance industry becomes more global and business models change, a talent pool will
have to evolve that is capable of meeting the challenges facing the industry, one that reflects the
global diversity and cultural breadth of its customers.
There has been a noticeable change in the European insurance industry towards a more
meritocratic environment. Many excellent programmes are in place throughout Europe, but
they have not yet had a lasting impact. It is critical that insurance companies push ahead with
the implementation of their human capital programmes, while maintaining a close eye on best
practice outside the industry, so that they are receptive to new ideas, innovative solutions and
fresh talent.
Innovation and creativity are going to be at a premium. We can expect to see more and
more non-insurance people on the executive board, most likely from other financial services
companies.
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Participants
We would like to thank all those who gave their time to participate in this survey. They included
senior executives from the following European insurance companies:
AIG Europe (UK) Ltd
Allianz SE
Aon Ltd
Aviva plc
Barclays Insurance
RAS SpA
SEB Trygg Liv
Fondiaria-Sai SpA
Swiss Re
Willis Group Ltd
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