CSAA IG 2024 Impact Report_0725_Rev4 - Flipbook - Page 20
People
Our Impact
2024
From our CEO
Flexible work environment
CSAA has aggressively embraced
new ways of working, including
a companywide flexible work
model that leads with flexibility and
employee choice.
Our Future-Ready Organization
initiative encompasses all aspects
of the employee experience, from
work environments to benefits
and healthcare, with the goal of
enabling our employees to seamlessly
connect, create and collaborate
across boundaries to improve the
employee experience while delivering
business results. This has meant
reevaluating everything from our
talent strategies to the design of our
workplace to the design of our culture.
As a result, in 2024 voluntary
employee turnover at CSAA was
at an all-time low, excluding during
the pandemic, with employees
appreciating the flexibility, in addition
to other benefits, such as lowered
commuting costs.
BACK TO TOP
Planet
Approximately 95% of CSAA’s
employees now work remotely full
time. The company is focused on
flexibility and creating purposeful
and intentional in-person gatherings
where it makes sense. With CSAA’s
distributed workforce, the flexible
model allows our employees to
work from home, in an office or a
combination of home and office.
This flexibility allows the company to
customize its approach based on the
individual as well as business needs.
An additional benefit to focusing
on employee choice and flexible
work is access to new talent pools.
Historically, the vast majority of
CSAA’s hiring was near our major
regional locations or working with
people to relocate. Our approach
has allowed CSAA to hire coastto-coast. We now have access to
the talent we need anywhere in
the lower 48 states, and new hires
keep their lives where they already
reside. We have gone from having
employees in approximately 26 states
to approximately 43 states and
Washington D.C.
People
Practice
It is not only about new talent.
We are committed to continuing
to develop current employees as
well. CSAA has identified critical
skills for our future — those that
are most important for a mostly
remote workforce — and we’re
providing educational and experience
opportunities for employees to
develop in these key areas. The skills
are categorized for different target
audiences (enterprise, divisionspecific, role-specific and people
leaders), and the company’s C-suite
executives champion these skills and
are committed to employee growth.
Systems thinking
By embedding systems thinking into
our organization, we’re gaining a
deeper understanding of the complex
issues at play and developing more
effective strategies for creating an
inclusive workplace.
Progress against 2023’s goal to
promote systems thinking was
substantial. In 2024, we established
a cross-enterprise cohort of leaders
and system owners. This group
engaged in a 10-session learning
path designed and facilitated by
CSAA employees who had earned
credentials from the Waters Center
for Systems Thinking in 2023.
The year-long program aimed to
introduce systems thinking concepts,
methodologies and a common
language. It equipped participants
with basic tools to apply in their daily
work, including analyzing inclusion
and belonging.
We also refined minimum
requirements for all job levels using
a systems thinking approach and
took a systems thinking lens to the
candidate experience and hiring
manager experience, redesigning our
process and guidelines for recruiting
exceptional employees in 2025
and beyond.
