Most businesses talk about the importance of bringing through the next generation of talent, but how many are offering something truly effective? Traditional training paths and in-person events exposure are one thing, but supporting younger employees needs to be more than a collection of initiatives.
At Corin, Next Gen isn’t something we’ve introduced to tick a box or enhance our image. Nor is it a project that sits on the sidelines while the business focuses on other priorities. It’s becoming an important part of how we develop people, make decisions and build the company for the future.
After all, if younger colleagues are going to help shape the ongoing direction of the sector, they need more than just visibility. They need opportunities to contribute, take responsibility and be heard, which means involving them in the business now, rather than simply preparing them for leadership roles further down the line.
More than mentoring
Mentoring, networking and professional development all help younger employees build confidence, broaden their knowledge and develop valuable professional relationships. But on their own, they’re not enough. To attract, retain and develop talented people, businesses need to create an environment where younger employees can share ideas, question existing ways of working and contribute to important conversations.
It’s easy for initiatives aimed at younger employees to become disconnected from decision makers. Ideas are raised, discussions take place, but little changes because the people making recommendations don’t have a direct route to those leading the business.
At Corin, we encourage younger colleagues to be part of discussions about where the business is heading, bring new perspectives to challenge assumptions, and highlight opportunities that help us see things differently. That’s something we’ve seen real benefit from already.
We wanted to do things differently.
A key part of this approach is our Next Gen Committee. It gives younger colleagues a platform to share ideas, feedback and challenges directly with senior leadership. It’s also designed to encourage genuine dialogue across different levels of the business, rather than creating another layer of consultation.
Most importantly, it shows our younger employees that their views are valued and that their input can influence change.
Learning as we go
We don’t pretend to have all the answers though, and, like any worthwhile initiative, Next Gen has evolved since it began.
We’ve made changes, adjusted our approach and listened carefully to feedback from our younger team – because that’s what makes it work. If you’re asking people for their views, you need to be prepared to act on what they tell you. Reviewing, adapting and improving the programme is part of ensuring that it remains useful for both our people and the business.
Our aim is to keep it relevant and meaningful, not allow it to become something that loses focus or momentum over time.
Building a stronger business for the long term
Supporting younger talent isn’t just good for employees. It’s good for business too.
The insurance market continues to evolve as customer expectations change, technology advances and new challenges emerge. Giving younger colleagues broader experience and greater involvement helps us develop the next generation of talent while strengthening the business at the same time. It also brings fresh thinking into the organisation, with different experiences and viewpoints that help us challenge established ideas and improve the way we work.
We’re committed to the principles behind Next Gen for the long term. It’s already proved to be a valuable investment in our people and we’re still only at the beginning of that journey.
