Page 45 - HKMA Training Award 2019 Souvenir Programme

Excellence Award
Best in Cultural Change
Best in Innovation

“Living our Values - Zurich Behaviors”
Zurich Insurance (Hong Kong)

Company Background
Zurich Insurance (Hong Kong)’s (hereafter “Zurich”) presence in Hong Kong dates back to 1961. As part of Zurich Insurance Group, the company offers a
full range of flexible general insurance and life insurance products and services for individuals, as well as commercial and corporate customers, catering to
their insurance, protection and investment needs.

Programme Objectives
The insurance industry is evolving in exciting ways. To meet and exceed the changing needs and expectations of customers and employees, Zurich
believes in changing the mindset and behaviors of its people. Zurich Values are the corporate guidelines on how people can achieve business goals, and
Zurich Behaviors lead them to live the Values as they interact with one another, their customers and stakeholders. Living our values – Zurich Behaviors is
a mindset change programme developed to create an environment for employees to apply Zurich behaviors in their daily practices, with two objectives:
• Create success in terms of customer experience and business results, and
• Increase employee engagement in the organization

Design and Implementation
The programme was deployed in 2017 through three phases, namely KNOW, FEEL and DO.
The KNOW phase increased employees’ awareness and understanding of the programme and the relevancy of Zurich behaviors through Personal
Stories Sharing by managers with teams, e-learning Programme on internal platform, and Sketch Poster that visualized the behaviors using animated
cartoons.
The FEEL phase provided employees with a comprehensive learning experience around Zurich Behaviors. The Zurich Escape Room, a physical adventure
room that applied the gamification concept to learning, was launched in 2018. Colleagues worked together to discover clues and solved puzzles of the
games which incorporates the Behaviors, and did self-reflection on their individual experience. The Performance and Development Training Series was
deployed to upskill people managers in applying the behavioural attributes to employee cycle.
The DO phase enabled employees to enact Zurich Behaviors by initiating an employee-led programme, Make a Difference – Customer Activists. Three
core teams were formed that championed distinctive business imperatives, namely Customer-focused, Simplification, and Innovation. The programme
empowered these teams to generate ideas from research and customer feedback, work autonomously and collaborate with functional subject-matter-
experts.

Measurement and Outcomes
The programme was evaluated by observing employees’ behavioural changes and measuring its impact on customer experience, employee satisfaction
and business performance after its implementation. The Transaction Net Promotor Score (TNPS), measuring Zurich’s customer advocacy on its products
and services, climbed by 36 points from 2016 to 2018 (11.5 vs 47.5). The Employee Net Promotor Score (eNPS), assessing employee engagement level,
recorded a skyrocketing result at 38 points in 2019 as compared to -45 in 2017. In terms of business performance, Zurich soared to the highest point of
its financial bottom line among the past five years. The deployment of Customer Activists successfully embraced the business imperatives in a large-
scale travel insurance, Get-Z-Go, revamp and towards customer commitment in the company’s Express Hub initiative. To enhance the programmes
sustainability, Zurich Behaviors have been integrated in all HR practices. The behavioral attributes are built in the interviewing guides for talent selection,
applied in potential assessment tools for benchmarking internal talents, and used to evaluate how employees achieve their annual objectives and targets.

Comments from Adjudicators
The programme objectives were clearly identified and established aiming to instill Zurich’s vales in the organization to change employees’ behaviour in
order to enhance customer satisfaction and drive business performance.
It was designed to bring awareness and consistency towards the company’s values. A holistic approach was adopted to support the employees along the
change journey, from theoretical understanding to feeling, seeing and doing. The multi-pronged approach transformed culture change from a nebulous
concept to tangible behaviours for individuals. The use of experiential learning through escape room, combined with facilitated sessions and peer
learning to enable embodiment of corporate values by employees was exemplary. Upward feedback was also a great step in the programme.
The programme results were clearly measured through the TNPS and eNPS with satisfactory improvement in customer experience and employee
engagement. The reinforcement of new behaviours through activists, feedback loop and recognition made the change sustainable.
In a nutshell, the programme set a powerful example of how to enhance corporate values in the day-to-day work and build an open and trusting
environment through new ways.

AWARD FOR EXCELLENCE IN TRAINING AND DEVELOPMENT 2019 43