Instanda’s Shipley on why meritocracy should replace metrics

Throughout my career, I have often witnessed organisations focusing too heavily on diversity metrics. This approach, unfortunately, often led to higher turnover rates among diverse populations who felt different and singled out.

At Instanda, we’ve taken a different approach. We are meritocratic, valuing individuals for their contributions and outputs rather than artificial metrics. 

Our journey has been shaped by leading key initiatives, implementing forward-thinking policies, challenging unacceptable behaviours, creating safe spaces, and establishing supportive networks.

Reflecting on the strides we’ve made at Instanda in fostering a truly inclusive environment, I’m filled with pride. 

We’ve become authentically diverse, not by chasing metrics or KPIs, but by genuinely seeking talent in all its forms. This approach has allowed diversity to thrive organically because inclusivity is our foundation.

Our evolution into a hybrid working model has been a significant factor in expanding our talent pool. 

Before Covid-19, we were confined to looking for talent within the geographical limits of our offices. Now, with a hybrid model, which leans more towards remote work, we’ve broken those barriers. 

We are living our commitment to inclusivity and diversity every day. This authentic approach ensures that our team members feel valued for who they are and what they bring to the table, creating a workplace where everyone can flourish.

This flexibility has transformed our recruitment process, making it more inclusive. We’ve also overhauled our job specifications. 

By removing the requirement for a degree and insurance experience and not stipulating part-time or full-time status, we’ve made it clear that what matters is finding the right person for the job. 

Our manager training focuses on managing outputs rather than micromanaging processes. It doesn’t matter how you reach the end point, if you get there.

With that, we are not just making a statement. We are living our commitment to inclusivity and diversity every day. This authentic approach ensures that our team members feel valued for who they are and what they bring to the table, creating a workplace where everyone can flourish.

Insurance knowledge isn’t sacred

Reflecting on my journey in the insurance industry, I’ve recognised the critical importance of inclusivity and breaking down barriers. 

Despite its potential, the high walls around insurance make it challenging for newcomers to feel welcomed and integrated. 

Some organisations maintain a rigid checklist mentality, treating those without prior insurance experience as outsiders. 

There’s a misconception that insurance knowledge is sacred and cannot be learned, which needs to change.

We have a responsibility to create and ease channels for newcomers, breaking down these barriers and looking beyond traditional boundaries. 

It’s essential to reach out to schools and educate young people about the diverse roles within the sector. With its variety, from marketing and finance to creative fields, insurance offers opportunities for everyone.

Over the next decade, we must do more to attract a diverse range of talent, showing that insurance is a vibrant, dynamic field. 

Communicating this effectively will help us draw in the talent that will drive our industry forward to create positive, lasting change.

Several fundamental changes are needed to get businesses to see inclusive and diverse cultures not just as a business requirement, but as a cornerstone of long-term success. 

It starts with creating an environment that seeks the best person for each role. Instead of aiming for a cultural fit, which often means finding someone who is just like everyone else, we should focus on being ‘culturally additive’. 

This means looking for individuals who bring new perspectives and ideas that enhance and enrich our existing culture.

We’re proud of the networks we’ve established at Instanda. They are powerful forces for change, fostering a fair and diverse environment. 

A seismic shift is needed in how we approach work-life balance. Normalising time off – not just parental leave, but also longer paternity pay and support for adoption – can fundamentally change family dynamics for the better. 

Firms should adopt progressive ways of working, moving away from the outdated 9-to-5 model. This flexibility not only attracts top talent but also ensures higher satisfaction and productivity for existing employees.

For example, our Dynamic Days programme allows our team members to take an extra day’s leave each month to step away from work and do the things that they enjoy. 

This offers a level of personal autonomy that ultimately improves wellbeing.

But it doesn’t stop there. Being a progressive employer means you have to constantly search for new ways to better serve the needs of your employee base. 

Talent will ultimately choose with its feet, gravitating towards companies that prioritise inclusivity and flexibility and we have more exciting updates we will be launching later this year to ensure we remain ahead of the curve.

By embracing these changes, businesses can ensure they are not only meeting immediate needs but also building a resilient and innovative workforce for the future.