This provides a competitive edge in that the company not only caters to a widely diverse public, but also in that they can understand and meet the needs of this public. Customer satisfaction would then lead to increased customers and better business. The other three questions, relating to the employees' experience in the workplace, provide employees with the opportunity to voice any concerns or trouble they have, while also ensuring that the company not only remains diverse, but also truly integrated within this diversity. This leads to worker satisfaction, which would in turn mean a higher level of worker retention. The company therefore saves significantly in terms of recruiting new employees or using worker hours to train these employees.

The open communication platform created by the Diversity Index cultivates a sense of trust between employees and managers, which is further conducive to companywide excellence. Employees who trust their employers to deliver the best tools they can to help them achieve their best level of excellence are most likely driven to give their best to their employers.

3.

High Performance Reward System

Allstate could use both external and internal systems to reward high performance. Such rewards would also serve as motivators for employees to do their best. Bonuses are a very good motivator for excellent work, because they are very flexible. Each department could for example have three high performance bonus rewards per year or every six months. There could for example be three levels of bonuses: the highest for the best performance, while the second and third are lower bonuses for second- and third-best performances.

Paid vacations are another good idea to provide an internal reward. Employees who win this type of bonus could be provided with a choice of two or three destinations, which should include room for a family of up to four or five persons. This is...

Perhaps a better idea is to provide a choice between a paid vacation and cash bonus reward for employees at the best level of performance per year.
Internal rewards include a sense of achievement, pride in accomplishments and feelings of success. Employees should at all times be made to feel that they are highly valued for their work with customers. Having created a platform for open and honest communication, Allstate should also then provide the opportunity to tell the company if at any time they do not feel valued or successful. Line managers should then also be trained in skills to encourage feelings of success in their subordinates.

4.

Allstate Employees

I feel that I would be extremely motivated and happy to work for Allstate. They appear to understand the craft of soliciting ideas form their employees and to implement these towards not only the benefit of the company, but also their customers and the employees themselves. The Diversity Index for example indicates that managers care about each employee opinion, and that employees are being taken seriously, along with being valued for their work with the public.

By soliciting ideas on obtaining solutions for problems, managers are furthermore empowering employees to actively participate in creating solutions for the problems they experience at work. By sharing feedback throughout the company and by soliciting opinions and complaints regarding the management system, managers are cultivating a relationship of mutual respect with their employees.

As such, Allstate appears to be a wonderful workplace, truly caring about the personal side of creating and effective and excellent business.

If you were an Allstate employee, discuss whether or not you would be motivated by the Diversity Index and QLMS. Provide a detailed explanation.