ALA Insurance embraces innovative culture and employee well-being

In December, ALA Insurance, a family-owned firm situated in rural North Yorkshire, is set to welcome two new employees. The company has been witnessing significant growth, with sales climbing by 32% year-on-year for the past two to three years, contributing to a robust performance that is noteworthy within the competitive insurance industry. Revenue per customer support team (CST) member exceeds £1 million, considerably higher than the industry average.

Remarkably, ALA Insurance has achieved these impressive sales figures while simultaneously reducing the volume of phone calls made by their team. The company does not implement call targets, a strategy that diverges from the traditional practices of many brokerage firms. This approach appears to resonate well with clients, as ALA Insurance holds the title of the highest-rated insurance firm on Trustpilot, boasting a 94% customer satisfaction score. Approximately 90% of reviews highlight exceptional customer service as a key attribute.

At the recent UK Customer Experience Awards held in October, ALA Insurance garnered two gold accolades for Best Customer Service in Financial Services and Best Employee Experience for SMEs. The firm’s founder and director, Debra England, attributes this success to a workplace ethos centred on ‘peace of mind.’ England stated, “We genuinely care for them, and it makes it much easier for them to care for the customers,” emphasising the importance of employee well-being to customer satisfaction.

From the outset, employees engage in an open and collaborative environment, one that Anne and Simon England are keen to foster. The co-founders insist that everyone must adhere to company values focused on three pillars: care, share, and trust. The company culture is so integral that it is embedded within the employment contract.

Innovation plays a significant role in ALA Insurance’s strategy. Employees are encouraged to contribute ideas for internal initiatives or enhance customer service. England noted the transformation within the company from a familial label to that of innovators and disruptors, stating, “Innovation is one of the big things they do now.” ALA Insurance’s novel approach includes allowing employees to craft their own job specifications once they pass their probation period, enhancing job satisfaction while creating a more tailored workforce.

ALA Insurance has also developed a workplace wellness programme called Spill, allowing each team member to receive 52 counselling sessions annually. This initiative has reduced sickness leave by 55%, positively impacting team dynamics. The insurance firm has since extended this service to clients; for instance, customers involved in serious accidents are offered free counselling sessions.

Additionally, ALA Insurance has redefined its holiday policies, introducing a more comprehensive leave system that includes various types of leave such as menopause and menstruation leave, broadening their approach to employee welfare. England explains, “Somebody may want to go to gay pride because that means a lot more to them,” showing the company’s commitment to recognising diverse employee needs.

Despite the absence of traditional automation, ALA Insurance holds a distinct stance on customer engagement. Without the implementation of auto-renewal clauses or the use of chatbots on their website, the firm prioritises genuine human interaction, ensuring that clients are attended to by actual team members rather than automated systems.

England remains committed to maintaining this human touch in service delivery, stating, “Customers find [it] refreshing that we are different.” This level of engagement contributes to a stable client base, with the firm relying on customer loyalty rather than automated processes.

With unconventional hiring practices, ALA Insurance looks beyond the insurance industry for new staff, welcoming individuals from diverse professional backgrounds, including biochemistry and retail customer service. This varied recruitment strategy encourages a broader perspective on customer interactions.

In terms of employee remuneration, ALA Insurance compensates its staff £6,000 above the market average, further demonstrating its commitment to attracting and retaining talent.

As ALA Insurance considers potential expansion into European markets and possible acquisitions, maintaining the existing team culture is paramount. England articulated a determination to preserve the company’s small-team dynamics, stating, “We’re not going to add layers. We will just recreate what we’ve got because it works extremely well.”

This blend of innovative culture and solid customer relationships positions ALA Insurance distinctively within the insurance sector, showcasing how a focus on employee welfare and customer engagement can drive success in traditional industries.

Source: Noah Wire Services