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GOING FURTHER

Wesfarmers Insurance Leadership Framework

BRINGING THE CHARTER TO LIFE


MESSAGE FROM OUR MANAGING DIRECTOR Dear Colleagues, Our goal is to become the most admired insurance group in the industry. We can’t achieve this without being and building the best team. Simply said, we need to set the industry standard when it comes to leadership, underwriting and broking. Without this we will not be able to attract or retain the quality of people we need to achieve our goals. To make it happen we need your help. As a recipient of this guide you are already an important member of the Wesfarmers Insurance Leadership Group. We expect you to demonstrate your commitment and understanding of the Wesfarmers Insurance Charter and Values in terms of what we see in your daily actions and behaviours. We hope that you are humble enough to constantly ask how you could be better, to seek feedback on your performance and to challenge yourself to grow with respect to our five Wesfarmers Insurance Leadership Competencies. These include: • • • • •

Engaging People Being Commercial Delivering Results Customer Focus Expertise

Just as importantly, we need your help to engage the teams you work with. By demonstrating Empathy, Know-How and Determination we ask you to create an environment where high performance thrives, where sales targets are consistently met or exceeded, where our team members are committed to delivering superior service and value, and where we deliver on our promise of being the insurance employer of choice. Best wishes,

Rob Scott

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OUR CHARTER

Our charter summarises everything you need to know about Wesfarmers Insurance – who we are, our purpose, our values and our reliance on teamwork in order to achieve our aspirations. It is the standard we set for ourselves and it is the standard that our customers, business partners and shareholders can expect of us. This guide explains the role of leaders in bringing the charter to life. It outlines what it takes to be an effective leader in the context of our business and the industry today and in the future. It provides the language, the frameworks and the tools to help you articulate the expectations of our people to enable our vision, brand essence and the charter to permeate everything that we do on a daily basis.

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OUR CHARTER We are Wesfarmers Insurance, the insurance division of the Wesfarmers Group. Our Charter represents our purpose, aspiration, values and how we measure our success. It is the standard we set for ourselves and it is the standard that our customers and shareholders can expect of us.

OUR PURPOSE Our purpose is to create long-term value for customers, employees and shareholders. We strive to go further to become the most admired company in the insurance sector.

TO ACHIEVE OUR PURPOSE WE MUST Provide superior service, deliver value and engender trust. Recognise that our customers have choices. Earn their trust by delivering a positive experience and consistently delivering on our promises. Build and maintain a high-performance culture for employees. Recognise our employees are accountable for their results and rewarded based on merit. Constantly improve, innovate and reduce our costs so we can offer competitive prices. Adhere strictly to the regulations in our industry and protect and enhance our reputation.

WHAT WE VALUE Integrity Doing the right thing. Authenticity and consistency is essential for building successful long-term relationships. Teamwork Our employees define our success. We perform best when we work together to achieve common goals. Openness Open working relationships, clear communication and respect for each other contribute to superior business results. Accountability We accept that with empowerment comes the responsibility to deliver. Boldness Courage and determination to pursue our goals, challenge the status quo and deliver positive change in the face of adversity are vital to ensuring our long-term business success.

WE CREATE VALUE WHEN Our customers feel positive about the value we deliver. Our employees feel that their contribution is valued. Our industry and community respects and values our citizenship. We are generating a satisfactory return for our shareholders. All our stakeholders recognise us for our empathy, determination and know-how.

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OUR EMPLOYEE VALUE PROPOSITION A great brand is built inside out – by motivated and committed employees who understand the vision, values, behavioural expectations and the role they play in delivering to these. The employee value proposition (EVP) is the articulation of the employee experience – what we want it to be like to work for Wesfarmers Insurance. It answers the questions of ‘Why should I join this company?’ and ‘Why should I stay?’ Our EVP was developed to help define a culture that supports our employees to deliver on the commitments in the charter. By articulating what our employment brand stands for, both current and prospective employees will have a clear understanding of what we expect and what we offer in return. We want to make Wesfarmers Insurance a great place to work, wherever our employees are located and whatever role they perform. To achieve this we need to attract and retain people who are not only good at what they do but also share our values and aspirations. Delivering to the ‘promises’ of the EVP is not an easy task. It requires us to align our people practices and bring them to life through our daily actions. It is only through our collective efforts that Wesfarmers Insurance will be known as an employer of choice. 4


OUR EMPLOYEE VALUE PROPOSITION What it means to work here OUR OFFER Working at Wesfarmers Insurance you have the opportunity to make a difference. We are genuinely interested in you and your well-being, and in providing you with opportunities to grow and succeed. What makes us unique is our open and friendly team, and we believe we are at our best when we work together. We constantly challenge ourselves to seek out better ways of delivering value for our customers.

TO DELIVER OUR OFFER WE PROVIDE YOU WITH THE OPPORTUNITY TO: Make a difference Be involved and have a positive impact on our business and our customers Work in great teams Work with colleagues and leaders who respect each other and care about results Grow and develop Continually learn and grow in your current role and prepare for future opportunities Be recognised and rewarded Be acknowledged and rewarded for the contributions that you make

IN RETURN WE ASK YOU TO DEMONSTRATE OUR VALUES BY: Integrity Doing the right thing Teamwork Working together Openness Fostering open relationships Accountability Delivering on commitments Boldness Challenging ourselves and

Delivering value for our customers

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BEING A LEADER AT WESFARMERS INSURANCE Much has been written about leadership and the desired attributes of great leaders. At Wesfarmers Insurance, we too have a particular way of describing effective leadership. First of all, we believe that our values are the ‘compass’ that helps guide our day-to-day actions and decisions. Demonstration of the values is the baseline expectation of all employees within the Group. Secondly, our perspective of what makes good leaders is strongly aligned to the Wesfarmers Limited Leadership Model. We believe that Engaging People, Being Commercial and Delivering Results are the cornerstone of our success. They are the competencies that have made Wesfarmers successful. Developing these skills and behaviours within Wesfarmers Insurance also enables you to be considered for future career moves within and across the broader Wesfarmers Group.

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LEADERSHIP MODEL

Leadership Competencies Engaging People Expertise Customer Focus

Delivering Results

Being Commercial

Values Integrity

Teamwork

Openess

Accountability

Boldness

Customer Focus and Expertise have been added to the model to highlight additional skills and behaviours which we believe will differentiate Wesfarmers Insurance within our industry. Engaging customers and demonstrating insurance know-how are critical to our ability to drive sales and deliver on our charter promises of Service, Value and Trust. Together with having the best team, this is what will set us apart from our competitors. Thirdly, we believe in self-leadership. That is, for Wesfarmers Insurance to succeed we need everyone regardless of their job titles to demonstrate the qualities of great leaders within the context of their roles. This applies to everyone, team members and individual contributors included. 7


NAVIGATING YOUR CAREER AT WESFARMERS INSURANCE Roles in Wesfarmers Insurance are broadly grouped under five career bands, collectively referred to as the Career Model. Each band is quite broad and represents many different job titles and responsibilities across the Insurance Group. The first three career bands also contain two job levels, enabling employees to have incremental progression within each band. The Career Model is a generic reference against which employees across all Business Units can compare and calibrate their current roles to determine possible career opportunities within our division. The Career Model and the descriptions are shown overleaf.

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CAREER MODEL

Team Members Team Members are responsible for delivering on individual objectives that contribute to team performance. Team Leader/Specialist Team Leaders are responsible for day-to-day guidance, coaching and development of their teams to meet business goals. Specialists are individual contributors who work in technical areas that involve advising others or performing specialised tasks.

Executive LEVEL 8

Senior Leader LEVEL 7

Leader/ Advanced Specialist LEVELS 5 & 6

Team Leader/ Specialist LEVELS 3 & 4

Team Member LEVELS 1 & 2

Leader/Advanced Specialist Leaders and Advanced Specialists are responsible for all commercial and operational activity in their work units. They are accountable for translating the business goals into tactical, actionable plans, taking into account local/regional conditions such as customer base, competition etc. Senior Leader Senior Leaders typically lead a discrete business area. They are accountable for setting strategy and typically leading multiple teams. Some Senior Leaders are individuals with deep technical expertise whose contribution has a strategic impact across a Business Unit. They are typically a member of a Business Unit Executive Leadership Team. Executive Executives are leaders of a discrete Business Unit with profit and loss accountability or a larger Insurance Group function. The roles are strategic in nature and have accountability for Insurance Group wide results in addition to any business or functional specific priorities. Interaction with the Board or associated committees and Wesfarmers Limited executives is a regular component of the role.

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LEADERSHIP CURRICULUM

NEO

Executive

2 WILD Senior Leader

EDP

Leader/ Advanced Specialist

WILD One

Team Leader/ Specialist

Commercial Fundamentals

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Team Member


DEVELOPING OUR LEADERS AT WESFARMERS INSURANCE Our curriculum is developed to build leadership capability across the career bands. It builds on the management training that Business Units provide to first time leaders and is designed to provide incremental insights, feedback and tools to support our leaders to Go Further and achieve more for themselves and their businesses. It incorporates programs run by both Wesfarmers Insurance and the broader Wesfarmers Limited Group. Leaders who participate in these programs hear directly from key senior leaders who explain the Wesfarmers approach to delivering satisfactory return to shareholders through the context of the Wesfarmers Way and the Wesfarmers Leadership Model. All programs are designed to develop skills, insights and behaviours in line with our leadership expectations. Commercial Fundamentals provides an introduction to our Insurance Group – key for those new to our industry or for team members or team leaders who would benefit from understanding the commercial levers and metrics used to drive our business performance. WILD One and 2WILD build the required leadership competencies for effective performance within Wesfarmers Insurance. They are designed to support you in creating a team culture which will differentiate us from our competitors. At a more senior level, a small number of opportunities exist for some leaders to attend Wesfarmers Limited programs such as the Executive Development Program (EDP) and New Executive Orientation (NEO). We believe that leadership development is an important part of our business success and leaders at all levels have the responsibility to grow our next generation of leaders from within. Nominations for the programs are co-ordinated through the Business Leadership Teams and Human Resources.

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GROWING OUR FUTURE LEADERS AT WESFARMERS INSURANCE No matter how strong our leadership curriculum is, experience is still our best teacher. This is why we cannot simply rely on training programs to grow our next generation of leaders. Research tells us that 70% of our learning comes from on-the-job experience, 20% from exposure to how the best work is done and only 10% from education and training. If we learn mostly on the job, then, it follows that people leaders play a major role in the development of our employees. Whether by leading by example or by providing coaching and feedback to their teams as a natural part of day-to-day work, a leader’s impact on how people learn is immeasurable. Therefore, good leaders are good teachers. This is where the Leadership Framework comes in. It provides the language, the descriptions of ‘what good looks like’ at every level in the organisation. As such, it is a tool for leaders to reference and make every interaction, every dialogue with their teams a powerful learning experience.

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The 3Es OF DEVELOPMENT

Exposure 20%

EXPOSURE 70%

EXPERIENCE

10%

EDUCATION

Gaining exposure to new or different perspectives or practices: • Having an external mentor or a coach • Attending professional external forums • Shadowing or observing others

Education Gaining skills and knowledge through formal education, training or reading:

Experience Learning through the direct experience of performing the actual role/task such as: • On-the-job training • On-the-job coaching and ongoing feedback • Job scope expansion through increased responsibility, projects or special assignments • New role or opportunity such as maternity leave cover or secondments

• Attending training programs • Undertaking on-line learning • Attending external conferences or seminars • Undertaking university or business school programs

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LEADERSHIP COMPETENCIES We refer to the skills, knowledge, abilities and other attributes that contribute to effective leadership as ‘leadership competencies’. The evidence of competencies can be observed through day-today behaviour. In this guide, we describe in detail, the desired behaviours by career band, from team members (self-leadership) to executives. Combined, these descriptions help leaders to understand what is expected of them and in turn, to communicate their expectations to their teams.

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COMPETENCY DEFINITIONS ENGAGING PEOPLE

is about establishing open working relationships that are based on trust and respect. It is the ability to energise and engage others to work together towards common goals. It is also about coaching and developing teams to build the capability to deliver results now and in the future.

BEING COMMERCIAL

is the combination of the financial acumen, external focus, analysis and a strategic perspective required to make sound commercial decisions. It is about having insight to assess business opportunities and risks to generate more value for shareholders.

BEING CUSTOMER FOCUSSED

is about optimising sales by providing superior service and delivering value to customers. It includes earning internal and external customer trust by creating a positive experience and retaining long term customer relationships by consistently delivering on our promises. It is about putting the customer at the centre of everything we do.

DELIVERING RESULTS

is the personal determination, discipline and focus required to execute a plan to achieve superior outcomes. It is about taking accountability to drive personal and team performance and consistently meeting or exceeding expectations.

EXPERTISE

is the application of the technical know-how that is required by the role. It is about ensuring that Wesfarmers Insurance positively differentiates itself as a leading underwriter or broker in the markets we represent.

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LEADERSHIP COMPETENCY STRUCTURE ENGAGING PEOPLE

Team Members who display this competency… Communicate and Energise

Build Teams and Trust

Embrace Change

• Express ideas and information

• Proactively share timely,

• Are receptive to change in processes, technology or w practices • Approach change with an o mind and a positive attitude • Seek to understand the reas for change initiatives and th impact on own work • Support colleagues in the implementation of change

relevant information with those respectfully and openly The Leadership Competencies are described by career band,• from Team Members to who need it Speak and write clearly and • Assist others during busy periods concisely Executives. For each career band you will find examples of effective behaviours• Ask questions to clarify pertaining to • Listen actively to understand assignments and roles to ensure other’s issues or points of view common understanding • Observe body language each competency. and non-verbal cues to really understand the message

• Participate willingly in projects and initiatives to contribute to

team’s success Ask questions to clarify own such For ease of identification these behaviours are grouped under• sub-headings as ‘Build • Acknowledge and value others’ understanding efforts and contribution Tailor communication style and Teams and Trust’, ‘Embrace Change’ etc. The illustration below• content to the audience shows this structure.

uild Teams and rust

Proactively share timely, relevant information with those ENGAGING PEOPLE who need it BEING COMERCIAL Assist others during busy periods CUSTOMER FOCUS Ask questions to clarify DELIVERING RESULTS assignments and roles to ensure common understanding Participate willingly in projects and initiatives to contribute to team’s success Acknowledge and value others’ efforts and contribution

Embrace Change

Build Organisational Capability

• Are receptive to change in the processes, technology or work practices • Approach change with an open EXPERTISE mind and a positive attitude • Seek to understand the reasons for change initiatives and the impact on own work • Support colleagues in the implementation of change

• Seek out opportunities to acquire knowledge and learn from new experiences • Invite and consider feedback without becoming defensive • Learn from past mistakes • Impart knowledge and coach other team members when appropriate

Executive

o display this competency…

Senior Leader

• Seek out opportunities to acquire knowledge and learn from new experiences • Invite and consider feedback without becoming defensive • Learn from past mistakes • Impart knowledge and coach other team members when appropriate

Leader/Advanced Specialist

• Are receptive to change in the processes, technology or work practices • Approach change with an open mind and a positive attitude • Seek to understand the reasons for change initiatives and the impact on own work • Support colleagues in the implementation of change

Team Leader/Specialist

• Proactively share timely, relevant information with those who need it • Assist others during busy periods • Ask questions to clarify assignments and roles to ensure common understanding • Participate willingly in projects and initiatives to contribute to team’s success • Acknowledge and value others’ efforts and contribution

Team Member

• Express ideas and information respectfully and openly • Speak and write clearly and concisely • Listen actively to understand other’s issues or points of view • Observe body language and non-verbal cues to really understand the message • Ask questions to clarify own understanding • Tailor communication style and content to the audience

G PEOPLE

ENGAGING PEOPLE

Executive

Build Organisational Capability

Senior Leader

Embrace Change

Leader/Advanced Specialist

Build Teams and Trust

Team Leader/Specialist

Communicate and Energise

Team Member

ENGAGING PEOPLE Team Members who display this competency…

Team Members who display this competency… ENGAGING PEOPLE Communicate and Energise BEING COMERCIAL • Express ideas and information

CUSTOMER FOCUS respectfully and openly

• Speak and write clearly and DELIVERING RESULTS concisely • Listen actively to understand other’s issues or points of view • Observe body language and non-verbal cues to really understand the message • Ask questions to clarify own understanding • Tailor communication style and content to the audience

Build Teams and Trust

Embrace Change

• Proactively share timely, relevant information with those who need it • Assist others during busy periods • Ask questions to clarify assignments and roles to ensure common understanding • Participate willingly in projects and initiatives to contribute to team’s success • Acknowledge and value others’ efforts and contribution

• Are receptive to change in EXPE processes, technology or w practices • Approach change with an mind and a positive attitud • Seek to understand the rea for change initiatives and impact on own work • Support colleagues in the implementation of change

You will also find two additional tools in the back pockets of this guide: Leadership Model Cards Each card describes the values and the essence of each of our leadership competencies. The cards can be used to aid discussions about what it takes to be an effective leader at Wesfarmers Insurance. ENGAGING PEOPLE BEING COMERCIAL Leadership Competency Cards Each card contains a simplified version of the competency CUSTOMER FOCUS expectations by career band. You can use them for many purposes from communicating DELIVERING RESULTS behavioural expectations to new recruits, to prompting discussions at performance reviews or EXPERTISE development planning.

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EXPE


LEADERSHIP COMPETENCIES

Being Commercial

Customer Focus

Expertise

Values

Engaging People

Delivering Results


Build Teams and Trust

• Proactively share relevant information with those who need it • Assist others during busy periods • Ask questions to clarify assignments and roles to ensure common understanding • Participate willingly in projects and initiatives to contribute to team’s success • Acknowledge and value others’ efforts and contribution

Communicate and Energise

• Express ideas and information respectfully and openly • Speak and write clearly and concisely • Listen actively to understand other’s issues or points of view • Observe body language and non-verbal cues to really understand the message • Ask questions to clarify own understanding • Tailor communication style and content to the audience

• Are receptive to change in the processes, technology or work practices • Approach change with an open mind and a positive attitude • Seek to understand the reasons for change initiatives and the impact on own work • Support colleagues in the implementation of change

Embrace Change

Team Members who display this competency…

ENGAGING PEOPLE

• Seek out opportunities to acquire knowledge and learn from new experiences • Invite and consider feedback without becoming defensive • Learn from past mistakes • Share knowledge and coach other team members when appropriate

Build Organisational Capability


Strategically Astute

• Understand the ‘big picture’ (charter, customer value proposition, values) and how own roles contribute to them • Prioritise own efforts based on understanding of the ‘big picture’

Financially Savvy

• Gather and analyse important information to understand the problems • Pin point issues or missing information • Understand commercial reasons behind guidelines or processes • Make judgement based on the consideration of risk-benefit tradeoffs • Understand the financial consequences of own actions

• Support new processes and systems that will improve service or efficiency • Make suggestions about improvements that could be made within own work area • Seek customer feedback about new products and services and escalate them as appropriate

Innovative Thinking

Team Members who display this competency…

BEING COMMERCIAL

• Understand how the team interacts with other functions and businesses • Seek and apply industry information and knowledge • Understand the contribution of the business to the local community • Act as an ambassador for the brand in the community

Externally Focused


Deliver Added Value

• Keep customers’ interest at heart • Consider various possible options for the customer • Take time to explain why the proposed option addresses customer needs • Acknowledge customer concerns and take actions as necessary • Follow through to achieve ‘winwin’ outcomes, closing the sales while keeping customers satisfied with the value provided

Provide Superior Service

• Build rapport with customers • Acknowledge and respond promptly to customer needs • Follow up and keep customers informed on progress • Draw from own or other’s knowledge to resolve customer issues • Present a positive ‘can do’ attitude

Team Members who display this competency…

CUSTOMER FOCUS

• Take time to continually learn about the insurance industry, our products and markets • Demonstrate an understanding of the fundamentals of underwriting and/or broking businesses • Gain customers’ confidence and trust through superior technical/ functional expertise

EXPERTISE


Disciplined and Accountable

• Understand the tasks and actions required to be completed • Work to achieve the performance standards required • Stay on task even when there are distractions in the workplace • Are energetic and productive • Take personal responsibility and pride in own work

Decisive and ActionOriented

• Take actions that are logical and rational • Are prompt in taking actions, adhere to deadlines • Balance quality with the timeliness of actions

• Consistently maintain a calm and controlled demeanour • Adapt own approach if things are not working • Adapt readily to new or differing working environments and circumstances • Adjust to changing priorities • Demonstrate flexibility in response to constraints, adversity or mistakes • Are open to receiving feedback and modify behaviour accordingly

Responsive and Adaptive

Team Members who display this competency…

DELIVERING RESULTS

• Seek out colleagues in the business who can provide assistance or collaborate with • Build rapport with colleagues across teams and businesses • Openly and constructively share opinions and ideas for the benefit of the team

Open and Inclusive


Build Teams and Trust

• Establish a clear set of standards for others to work towards • Coach team members towards the standards • Provide timely, clear and actionable feedback • Encourage team members to take on new tasks and projects • Inspire enthusiasm and a positive attitude from team members • ‘Walk the talk’ – lead by example and role model the Wesfarmers Insurance values

Communicate and Energise

• Ensure everyone in the team understands the importance of their roles • Clearly communicate the specific link between individual performance and the achievement of team goals • Ensure there are no surprises by communicating important information in a timely manner • Listen and respond to team questions and proactively update team members on business information • Recognise achievement of team milestones and results

• Are receptive to change in the processes, technology or work practices • Approach change with an open mind and a positive attitude • Seek to understand the rationale for change initiatives and the impact on own team • Support colleagues in the implementation of change

Embrace Change

Team Leaders/Specialists who display this competency…

ENGAGING PEOPLE

• Build the capability of the team by assessing strengths and development areas and put in place a plan to address them • Develop team members through constructive feedback and encouragement • Recruit effectively to build team capability, considering both technical skills and cultural fit • Implement effective induction programs to integrate new team members • Effectively and respectfully deal with underperformance within the team

Build Organisational Capability


Strategically Astute

• Grasp and explain the ‘big picture’ (charter, values, industry, market) to the team • Prioritise and allocate work to the team with the ‘big picture’ in mind • Use relevant internal and external information to drive results and business improvements

Financially Savvy

• Know how the team is performing financially and the contributing factors • Review the likely financial impact and weigh up risks and benefits when contributing to or making decisions • Demonstrate an understanding of financial indicators, (RoC & EBITA) and the commercial drivers of profitable growth (Pg) for both the Business Unit and the Insurance Group • Actively look for ways to increase revenue and reduce costs

• Constantly review and challenge current processes to make suggestions for improvements • Think ‘outside the box’ to come up with new solutions • Encourage team members to put forward fresh ideas and new ways to do things

Innovative Thinking

Team Leaders/Specialists who display this competency…

BEING COMMERCIAL

• Understand the strengths and weaknesses of major competitors • Understand the impact of own decisions on other parts of the business • Consider the broader business picture and how it relates to the team • Respond to the changing needs of customers

Externally Focused


Deliver Added Value

• Consistently offer solutions that add value to the customer while meeting the business needs ‘win-win’ solutions • Assist team to take the opportunity to educate customers on our value added services • Role model for the team how to demonstrate differentiated value to customers • Assist team members to close the sales and meet their targets

Provide Superior Service

• Build team product and customer knowledge • Act as a natural escalation point for the team for service issues and personally and promptly resolve them • Take proactive steps to address the trends in customer needs and concerns • Develop the capability of the team to excel in customer service • Put customer first in planning, organising and decision making • Role model empathy and determination to provide superior service

EXPERTISE

• Demonstrate deep technical/ functional expertise to effectively guide team members to solve problems and inspire customers’ confidence • Develop team’s understanding of products, systems and processes to effectively provide service to customers • Understand the ‘bottom-line’ result and how metrics and performance within their area of expertise impact Business Unit performance

Team Leaders/Specialists who display this competency…

CUSTOMER FOCUS


Disciplined and Accountable

• Take accountability for delivering on actions • Set clear objectives and targets for team members • Give team members accountability for delivering on objectives or projects • Monitor performance relative to objectives and targets • Address performance problems as soon as they occur

Decisive and ActionOriented

• Make timely decisions to ensure the team can move forward quickly • Take account of new information when making decisions • Confidently commit to decisions • Escalate decisions when necessary • Take measured and considered actions when faced with operational challenges

• Project to the team an optimistic and positive attitude • Are able to regain focus after a setback • Anticipate problems and take preventative actions • Seek feedback and adapt quickly to what is required

Responsive and Adaptive

Team Leaders/Specialists who display this competency…

DELIVERING RESULTS

• See value in the unique differences of others • Identify and build relationships with key stakeholders by seeking to understand their issues, requirements or agendas • Develop a well substantiated case or argument to build support for ideas or initiatives

Open and Inclusive


Build Teams and Trust

• Demonstrate strong personal insight • Engage team members in decision making • Give others appropriate latitude to exercise their own initiative • Acknowledge the contribution of team members through formal and informal reward and recognition • Build alignment with other teams within and across businesses • Strive to achieve consensus when team members disagree on the best course of action

Communicate and Energise

• Clearly articulate the link between functional goals and the strategy and direction of the Business Unit • Encourage direct and open discussion on important issues • Involve others in resolving issues and developing new ideas to create shared accountability • Celebrate the achievement of team, function and business objectives

• Take the lead to implement changes initiated by Senior Management • Explain reasons for change and its implications to the team • Engage team by looking for positive opportunities of change • Adapt project plans and team objectives as required to meet business needs • Work to ensure team members are supported and motivated during change implementation

Embrace Change • Actively seek opportunities to transfer knowledge and skills to increase team and organisational capability • Provide opportunities for substantial responsibility and visibility to high performers and high potential team members • Leverage team strengths and diversity effectively • Promptly deal with issues which undermine the performance of the team

Build Organisational Capability

Leaders/Advanced Specialists who display this competency…

ENGAGING PEOPLE


Strategically Astute

• Bring advanced technical knowhow to bear on complex issues • Are able to analyse problems where issues are multidimensional and contribute to commercially astute decisions • Weigh the value of alternative solutions to determine the best course of action based on an understanding of the vision and strategy • Develop effective strategies based on analysis of business data and trends

Financially Savvy

• Closely monitor financial metrics and take corrective actions along the way • See and seize new opportunities • Make sound commercial decisions based on the impact on financial goals • Develop effective strategies or business cases based on analysis of business data

• Take a lead in formulating innovative solutions or reviewing processes to drive efficiency and commerciality • Weigh up the value of innovation with customer response and potential risk • Introduce new ideas and question traditional assumptions to improve processes

Innovative Thinking • Actively look for opportunities to better understand the industry, environmental trends and customer requirements • Create opportunities to learn about other functions and businesses • Apply benchmarks and best practices to improve business performance • Escalate customer or market feedback to improve product or service strategy

Externally Focused

Leaders/Advanced Specialists who display this competency…

BEING COMMERCIAL


EXPERTISE

Deliver Added Value

• Clearly articulate to the teams differentiated value of our products and services in own segment or market • Provide practical support, tools and training to help front line employees frame our differentiated value to customers and follow the sales process • Monitor competitor practices to ensure our offers always remain relevant and competitive at the local level

Provide Superior Service

• Build a strong team commitment to service customer • Build technical know-how to better support customer needs • Monitor customer satisfaction and respond to the emerging demand • Recognise team members who demonstrate service in line with the charter

• Apply technical/functional expertise to enable effective development and execution of the business plans • Consciously and systematically build expertise within the team • Actively build professional networks to keep abreast of the new developments in the field of expertise to gain business advantage

Leaders/Advanced Specialists who display this competency…

CUSTOMER FOCUS


Disciplined and Accountable

• Develop team objectives based on the business or functional strategy • Regularly review team objectives and adjust as required • Look for opportunities to achieve a higher than expected level of performance • Proactively address performance issues impacting team and individual results

Decisive and ActionOriented

• Take accountability for financial performance • Take decisive actions needed to enable key functional and business objectives to be met • Weigh up alternative options prior to making an informed decision • Consider the impact of decisions on internal or external stakeholders

• Adapt readily to new organisational demands and business environments • Adjust leadership style according to the demands of the situation • Support team to build resilience in times of adversity • Acknowledge mistakes or errors of judgement and learn from them

Responsive and Adaptive • Actively develop networks of contacts within Wesfarmers Insurance to gain assistance, information or resources • Know when and with whom to build alliances • Build networks and reciprocate assistance with key external contacts • Gain buy-in to projects and initiatives by focusing on mutual benefits

Open and Inclusive

Leaders/Advanced Specialists who display this competency…

DELIVERING RESULTS


Build Teams and Trust

• Create and develop a high performing leadership team • Take initiative for business as well as Insurance Group wide programs and projects • Build collaborative business partnerships across Wesfarmers Insurance

Communicate and Energise

• Clearly communicate corporate messages (charter, values, corporate plans) and help their team to determine how to bring them to life in the specific context of the business • Act as advocates of the leadership teams, championing key initiatives for the business and the Insurance Group

• Are alert to the need for change arising from events in the external or internal environment • Clearly communicate reasons for change, addressing both strategic and tactical implications • Plan and execute change initiatives with the focus on achieving sustainable outcomes • Work to get the team onboard with the change • Monitor the effects of change on the organisation • Foster a culture of accepting and being ready for change

Embrace Change

Senior Leaders who display this competency…

ENGAGING PEOPLE

• Build a recruitment and development plan for the business or function based on analysis of current and future priorities • Act as a mentor and coach to help new leaders • Identify high potential employees and support them to develop and advance their careers • Look for opportunities to develop as a leader by taking on new challenges • Champion initiatives and actions which promote the team diversity and an inclusive culture

Build Organisational Capability


Strategically Astute

• Closely monitor trends and changes in the market as well as competitor activity to identify implications for the business • Identify and capitalise on new opportunities that create a long term advantage for Wesfarmers Insurance and our customers • Identify activities that are most and least profitable and allocate resources accordingly

Financially Savvy

• Ensure sufficient financial data is available and appropriately reviewed • Closely monitor competitors and trends in the market to identify implications for the business • Use appropriate data to build a robust business case to underpin any recommendation or proposal • Identify and effectively manage potential risks to the business or project • Build a culture of commercial discipline and cost management

• Constantly seek new ideas or suggestions for improvement from the team • Introduce and foster the introduction of new ideas or improvements that will add competitive edge to the business • Demonstrate good judgement in assessing the viability of innovation in the business

Innovative Thinking

Senior Leaders who display this competency…

BEING COMMERCIAL

• Take the opportunity to understand and apply leading practices in the business • Stay informed about strategic moves of major competitors • Devise competitive customer and employment strategies based on external market trends

Externally Focused


Deliver Added Value

• Ensure our differentiated value is delivered on the ground through alignment of policies and procedures • Monitor competitors’ movements in their offers to the market and respond swiftly and appropriately to ensure our value remains competitive

Provide Superior Service

• Build strategic customer relationships • Develop service ethos and practices to exceed customer expectations • Establish systematic and robust measures to ensure consistent superior service and customer satisfaction • Readily prioritise resources to respond to customer demands, particularly for unplanned events

Senior Leaders who display this competency…

CUSTOMER FOCUS

• Build and effectively leverage team’s expertise • Continually upgrade own expertise to role model continuous learning and professional development • Build internal and external reputation for know-how

EXPERTISE


Disciplined and Accountable

• Set performance targets for the business or function based on the Wesfarmers Insurance Strategy • Actively communicate and encourage ownership for business performance within the business or functional leadership team • Take accountability for the impact of decisions on others, internal or external to the organisation • Take action if under performance is identified within a business area or function

Decisive and ActionOriented

• Make decisions in line with strategy and direction of the Business Unit and ensure alignment with the strategy and direction of Wesfarmers Insurance as a whole • Take action to address the concerns of key stakeholders • Navigate complexity and ambiguity to make decisions

• Flex the leadership and communication style according to the changing circumstances • Remain resilient under high pressure situations • Lead others through adversity by consistently encouraging and inspiring positive response • Are able to respond to multiple demands effectively during a crisis or adversity

Responsive and Adaptive

Senior Leaders who display this competency…

DELIVERING RESULTS

• Support the development of networks within and across Wesfarmers Insurance • Develop extensive strategic relationships with existing and prospective customers, organisations, industry bodies to create future opportunities • Strive to win concessions without harming relationships • Look for opportunities to build partnerships that will deliver mutual business benefits

Open and Inclusive


Build Teams and Trust

• Build trust by role modelling the values and ‘say/do’ principles. • Promote team alignment so that all businesses within Wesfarmers Insurance work with a shared sense of purpose • Openly engage internal and external stakeholders by sharing ideas and encouraging active participation in business decision making • Challenge team members to break down barriers which hinder effective team work and division wide progress

Communicate and Energise

• Inspire the commitment of others by articulating a compelling vision for the future • Demonstrate authentic leadership, adapting communication and personal style to drive a high performance culture • Demonstrate empathy, sincerity and consistency in dealing with people related issues • Use succinct and targeted communication when providing updates to key internal and external audiences • Communicate progress and celebrate the success of teams and individuals

Executives who display this competency…

ENGAGING PEOPLE

• Create a sense of urgency in others for the need to change • Initiate and sponsor change programs in the Business Unit • Clearly articulate reasons for change, ensuring the message is compelling and consistent • Support business leaders in driving the change agenda • Identify and address organisational barriers to change • Sponsor change programs that are initiated at the Wesfarmers Insurance or the Wesfarmers Limited level regardless of personal opinion • Foster a culture that is ready for both micro and macro level change to respond to business demands

Embrace Change • Build an organisational capability plan based on business requirements • Champion appropriate people/ talent reviews within their area to determine organisational sustainability as it pertains to leadership succession, technical expertise and the identification and promotion of high potential employees • Identify and foster talent across Wesfarmers Insurance – act as an effective mentor and coach • Create a work environment where growth in capability is actively encouraged and valued • Sponsor career development opportunities within Wesfarmers Insurance and Wesfarmers Limited

Build Organisational Capability


Strategically Astute

• Drive a culture of strategic thinking to grow the business or ensure commercial alignment of functional priorities • Review and revise the strategic plan in the light of changing business circumstances • Look for opportunities to build shareholder value • Question existing business boundaries and test the limits in considering future opportunities

Financially Savvy

• Develop financially viable opportunities that will drive the long term growth of the business • Lead a commercially rigorous approach to business decision making • Adjust critical business levers based on analysis of business performance • Consider the impact of financial decisions on Wesfarmers Insurance and Wesfarmers Limited

Executives who display this competency…

BEING COMMERCIAL

• Introduce new ideas and approaches that transform the business or function • Support change initiatives within the businesses and across Wesfarmers Insurance • Identify opportunities to transform Wesfarmers Insurance for the benefit of customers, employees and stakeholders

Innovative Thinking • Drive actions which influence the insurance industry to provide better services to customers and improved returns to shareholders • Act to stay ahead of competitors in respective area of leadership/ expertise • Monitor the business environment to assess risks and opportunities • Identify opportunities that will be beneficial across Wesfarmers Insurance and potentially Wesfarmers Limited

Externally Focused


Deliver Added Value

• Clearly define the customer value proposition for each business/ brand • Put in place an effective sales process, metrics, incentives and infrastructure to improve sales performance • Maximise the synergy across Business Units and geographies, leveraging our collective strength to add more value to customers • Stay abreast of the shifting political and regulatory landscape to ensure continued value to our customers and the community at large

Provide Superior Service

• Clearly articulate Wesfarmers Insurance charter, employee value proposition and organisational values to set the overall vision and customer service ethos for the division and ensure they live and breathe in each Business Unit • Align products, services, processes and practices to enable the service promise of the charter to be delivered • Consistently reward and recognise behaviours that are in line with the charter

Executives who display this competency…

CUSTOMER FOCUS

• Manage the relationship with the Board under the Corporate Governance Model • Understand and comply with the external environment – political, regulatory and market best practice across all geographies within which we operate • Ensure that business reporting meets the requirements of industry bodies and Wesfarmers Limited • Foster a compliant and ethical approach to business operations • Build organisational capability in the area of expertise • Support the growth and development of internal talent for the purposes of business sustainability and executive succession planning

EXPERTISE


Disciplined and Accountable

• Foster a business culture of accountability where under performance is unacceptable – both in terms of delivery of results and demonstration of the values and behavioural expectations • Set clear strategic objectives and targets for each business and drive their achievement • Are unwavering in delivering performance in line with the charter, values, employee value proposition and corporate plans

Decisive and ActionOriented

• Significantly improve performance by making decisions on matters that impact business performance • Make decisions to sponsor new approaches or innovation once the competitive advantage has been demonstrated • Articulate the rationale for decisions that impact the business • Act with a sense of urgency • Take into account overall Wesfarmers Insurance and Wesfarmers Limited reputation when making decisions • Positively support decisions which are taken for the benefit of divisional or Group performance, recognising when trade-offs are required at the Business Unit level

Executives who display this competency…

DELIVERING RESULTS

• Are quick to demonstrate visible leadership when faced with adversity or unprecedented demand • Quickly reprioritise and realign the organisation to seize immediate or new opportunities • Effectively deliver results and maintain team motivation and performance during times of ambiguity and transformational change

Responsive and Adaptive • Forge relationships and partnerships within and across the industry, division and Wesfarmers Limited to provide business opportunities and ensure the effective delivery of results • Build coalitions to lobby government and industry reform • Look for opportunities to invite internal and external business leaders to join coalitions and partnerships • Promote the reputation of Wesfarmers Insurance to better position the business for success

Open and Inclusive



WI Leadership Framework