Sedgwick’s Cowell on inclusivity lessons learned from Covid

Covid-19 taught us a lot. The urgent switch to remote working, with increased reliance on digital developments, changed the operational possibilities and created a pivotal opportunity to improve our colleagues’ working environment options.

In 2022, I was delighted to play a key role in the introduction of our Flexible First initiative, a hybrid working arrangement that encourages colleagues to be mindful of where, when and how they work. 

It empowered them to work in a way that makes sense for them, their team, the business, our clients and their customers. 

Post-Covid, it’s been highly successful in creating a better work-life balance and improving the well-being of our colleagues while also delivering for our customers.

Our Flexible First policy has also allowed the business to recruit nationally. We’re no longer restricted to looking for talent within specific regions, which widens the potential talent pool and increases inclusivity.

Connecting colleagues 

However, working from home can be quite isolating for some, so we’ve introduced phase two of this initiative, which enhances colleague connectivity. 

We have teams of Flexible First ‘champions’ who welcome colleagues to connect through local offices. 

They run events and set up team channels that encourage our people to network, socialise and create wider contacts within the business.

Colleague resource groups have also been introduced, where diverse teams can collaborate and innovate, leveraging their different experiences and viewpoints to drive business growth and adaptability. 

We currently have five global CRGs that empower employees from various backgrounds to contribute their unique perspectives and foster a sense of belonging.

More to do

I’ve been working in the insurance and banking sector for more than 20 years and have seen first-hand how it has evolved. 

If you break the mould, you not only drive diversity and inclusion but also introduce creativity and fresh thinking.

As a young single mother, I had to manage some difficult challenges and conflicting emotions in order to advance my career. Things are very different today; however, there’s more to do.

We need to encourage people to venture away from linear progression paths. What got us here today may not necessarily get us to where we want to be tomorrow, and we need to create more opportunities for skills transfer and mobility so people can develop a suite of abilities and experience.

The benefit of breaking down barriers in sourcing talent is immense. 

If you break the mould, you not only drive diversity and inclusion but also introduce creativity and fresh thinking. The market can be very inward-looking but, by challenging convention and pushing the boundaries, we can establish a diverse and inclusive industry for the future.

Embedding inclusivity

The power of equitable opportunities cannot be understated – it’s the driver behind an inclusive culture and long-term success.

The commitment to integrating diversity and inclusion into the corporate strategy has to start at the top. It must then be driven in all aspects of the business, and all voices must be heard and valued.

Measurement and accountability are crucial in establishing the impact of diversity on business outcomes. We measure performance on what, where and how, and we hold our leaders and teams accountable for creating an inclusive culture.

The philosophy of a business is vital, and adopting the core values of accountability, collaboration, inclusion, growth and empathy ensures that you support clients, customers and colleagues with compassion. 

Being fair and impartial is at the heart of the loss adjusting profession – together with a caring culture, it’s the bedrock of our business. 

Vicki Cowell is head of colleague resources at Sedgwick