Review
People
Developing our employer brand
2008 saw a wide range of initiatives to help realise our ambition to become the place to work. These included developing our employer brand in the external world and, of equal importance, continuing to improve our proposition to established staff.
This included the incorporation of Amlin’s core values into the recruitment and selection process. A new careers brochure and redesigned employment literature have been developed to promote the Amlin employer brand of ‘Our World’ to prospective candidates and to new staff. Our core values are now embedded throughout the recruitment and selection process, including ‘values based’ interviews which ensure that prospective candidates are aware of what Amlin stands for and that selection is based on the correct ‘culture fit’ for both the organisation and the new employee.
Half-day workshops are run quarterly for new staff joining the Group and moving forward, our employee opinion survey now incorporates a section on core values to measure adherence. Core values have also been incorporated into our induction programme, the PDR process and the Group Business Ethics policy.
The core induction programme for new employees has also been updated to include an additional day which covers information on Amlin’s underwriting process, the Corporation of Lloyd’s and an introduction to insurance and reinsurance practices. This second day is aimed at more junior staff, or those new to the Lloyd’s environment, and this complements the first day of the induction programme which is focused more on the culture and values of the Group.
Promoting the Amlin employer brand has involved the ‘Amlin4graduate’ microsite, careers fairs, Amlin hosting skills workshops and the development of a partnership with the London School of Economics and University College London.
Amlin UK was awarded Investor in People (IIP) status for the fourth time running, following reassessment in September 2008. The IIP standard is a national quality standard which sets a level of good practice for improving an organisation’s performance through its people. It provides a framework for improving organisational performance and competitiveness through a planned approach to setting and communicating business objectives and developing people to meet these objectives. The assessor in particular commented on the overall commitment and enthusiasm shown across all locations and on how the organisation has developed and grown since the previous assessment three years ago.
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