United Services Automobile Association (USAA) recognizes the strength that comes with a variety of perspectives and beliefs, and an environment that encourages respect and trust. The ability to attract, develop and retain the very best diverse talent reflective of the membership and community is vital to their continued success. USAA’s goal is to purposefully include diverse perspectives to achieve superior business results and fulfill their mission. The purpose of this analysis is to highlight USAA’s current diversity and inclusion plan, citing its current training model, and to provide a suitable way ahead that could yield positive engagement among its employees and dispel assumptions regarding cultural differences and bias. United Services Automobile Association (USAA) was established in 1922 in San Antonio, Texas, by a group of 25 United States armed forces officers looking for a common comprehensive insurance agency to cover them when they were not able secure accident coverage due to the discernment that they, as military officers, were a high-risk group. USAA has since became an banking, insurance, account manager and much more to the men and women that span the Armed Forces and their close families. USAA is a pioneer of the idea of direct advertising; a large portion of it’s business is done over the Internet or phone utilizing workers rather than operators. Until the 1960s the greater part of it’s business was directed by means of mail. In the late 1960s, USAA started a progress from mail to telephone-based deals and administration. A toll number was introduced in 1978, and Internet deals and administration were utilized in 1999 by means of it’s site. USAA’s mission, “To facilitate the financial security of its members, associates and their families through provision of a full range of highly competitive financial products and services; in so doing, USAA seeks to be the provider of choice for the military community” (USAA.com), shows its concentration to serve its target audience, which comprises of individuals from the United States military and their families. Keeping that in mind, the affiliation has dependably advertised straightforwardly to individuals from the military. USAA enrollment is offered to officers and enrolled work force, including those on military orders, which include those in the National Guard and Reserve. Officer hopefuls in authorizing programs to include Service Academy’s, Reserve Officer Training Corp, Officer Candidate School and/or Officer Training Schools) and every one of the individuals who have served in the previously mentioned programs and who have resigned or have been released honorably. Children of USAA members are likewise qualified to buy USAA’s property and casualty insurance items, and previous individuals from USAA are permitted to continue enrollment whenever (without an age restriction). In 1973, participation was opened to individuals from the National Guard and Reserves, and in 1996, qualification was extended to enrolled individuals from the outfitted administrations. A s the quantity of people who have served on dynamic obligation in an enrolled status in the U.S. Military is very expansive, USAA restricted the foundation of qualification to the individuals who were right now on dynamic obligation or who had as of late isolated. A similar time restrain on foundation of qualification was then connected to military officers. In 2008, USAA extended enrollment qualification to all military work force and retirees, and all veterans who isolated after 1996. In November 2009, USAA extended qualification necessities to offer scope to any individual who has never served respectably in the military. Diversity is not just about race and gender; it is defined broadly as the collective strength of unique characteristics, experiences, skills, backgrounds, perspectives and cultures (OPM.gov). Inclusion is the standard of behavior necessary to foster an environment that unlocks the creativity and diversity of thought so that employees can be as successful as possible (OPM.gov). One of the characteristics that allows USAA to operate differently than most other Fortune 500 companies is that it is not a corporation. The United Services Automobile Association is an inter-insurance exchange, the establishment of which is provided for under the Texas Insurance Code. This insurance exchange is made up of current and former military officers and noncommissioned officers who have taken out property and casualty policies with USAA; thus they simultaneously are insured by each other and, as a group, own USAA’s stocks. In order for USAA to support it’s 32 thousand employees in the United States and abroad, they maintain an Executive Diversity Advisory Group. Comprised of executives from all lines of business, their role is to provide the business and leadership direction necessary in advancing USAA’s Diversity and Inclusion strategy while ensuring alignment with current business priorities. USAA employs a strategic, three-part model including workforce, workplace and marketplace to seed and nurture a sustainable culture of diversity and inclusion. Maintaining a diverse workforce is a priority for USAA. The “Many Faces, One Mission” (USAA.com) credo means that equal opportunity employment is not just a office of compliance. USAA believes in an environment open to collaboration among organizations with different talent levels which leads to evolutionary programs within the company. With a diverse workforce, USAA also maintains an inclusive environment that is open to dialogue and ideas enabling innovative ideas and optimal performance. Finally, with a strong workforce, and a open communicative workplace, USAA employees will be able to better serve the over 11.9 million members (USAA.com). By serving its members, USAAs memberships and affiliations continue to expand thus making a need for robust training plan for its employees. USAA’s philosophy around diversity and inclusion is really promoted by their mission and being the provider of choice for the military community. To accomplish this, the workforce is most important. From a recruiting perspective it is about making sure that a broad mix is recruited in every market to ensure that USAA maintains a diverse mix of talent. USAA has the reputation of having a very diverse population with a heavy emphasis around attracting military veterans along with their spouses to become part of the team because they are better equipped to anticipate the needs of military members. With this diverse group of talent, training is not only conducted for USAA leaders, but all employees. USAA conducts several different classes, in-person and online (upon employment and annually) regarding culture to ensure the workforce is educated on the value of diversity.Also, different types of diversity and inclusion activities are conducted to help raise awareness and education within USAA. Further, USAA currently maintains several employee resource groups known as diversity business groups focused on the opportunity to improve on diversity from a business perspective. Such groups include: Aspire: Women in IT; VetNet: Veterans and Military Spouses and; !MPACT: Millennial Resource Group. These groups are just not about affinity groups or race or gender, but really working on a specific business issue that can help improve productivity and drive more inclusion. Further, each year USAA is recognized for their diversity efforts through awards such as Latino Style, Fortune 100 Best Companies to Work for, as well as the Texas Diversity Council Award just to name a few. With the many training, educational, and volunteer opportunities, focus should be made on how to continue to grow both business and employees. By providing a way ahead for future collaboration and growth, USAA can continue to focus on meeting the mission needs of providing a full range of financial tools and products for the military community and its affiliates. Viable objectives and subsequent goals are provided for future discussion. Currently, USAA provides accessible and equitable educational opportunities and resources for its employees. In order for employees to not become complacent with annual training, the Direct of Human Resource Management should revise training requirements to ensure employees receive a varying level of diversity and inclusion training every two to four years depending on the complexity degree of implementation. Next, as USAA continues to expand globally into more internationally complex locations, increased and/or additional training should be provided to its employees. This training will help employees with the increased intercultural complexities and increase employee engagement with the international market. Of note, to ensure training is not implemented in work areas that are not deemed necessary, this training will be imposed on a case by case basis. Finally, to ensure USAA employees do not lose focus on its target audience, the military, in addition to the already implemented diversity business groups collaborative military groups should be explored. USAA employees should have the opportunity to visit military bases from across the Department of Defense (not just based around Texas) to get a sense of how USAA can better communicate with the target audience. Focus should be on initial recruits or enlistees (officer and enlisted) to show how USAA is beneficial and to dispel any assumptions regarding what they (USAA) can do for the military member and their families. Also, this cross collaboration can be used to better evolve USAA as a financial powerhouse.
In conclusion, this analysis sought to highlight USAA’s current diversity and inclusion plan, citing its current training model, and to provide a suitable way ahead that could yield positive engagement among its employees and dispel assumptions regarding cultural differences and bias. It has been disclosed that USAA is not like any other company insurance or financial institution. Although not necessarily required, this unique mission requires a diverse blend of talent with previous military knowledge to be able to respond to the challenges that todays service member encounters. With their current training program USAA is able to meet those challenges, but expanded and future collaborative training with the military will better equip USAA to meet future evolution.