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AIG's Story

Featuring Kerry Francis, VP and Head of Global Functions Talent Management, AIG on implementing performance management in a challenging climate.

How did AIG get from the past to today? A consistent performance management process and teaching leaders to give ongoing feedback helped. In the past, AIG business operated separately, which included siloed performance appraisal processes. Kerry Francis and her team worked to instill a system that would differentiate performance to enable AIG to meet the future. Making a change in a global organization with over 63,000 employees was a tough job, but one that is successfully underway.

“When we started the program initially, we recognized the need to give feedback at the year end. [But] what we are doing now is trying to enforce a culture where feedback is not just once a year. It's continual. So that's what we are really trying to build: the fact that [feedback] shouldn’t be linked to an event, it should be part of our normal management disciplines,” says Francis, the HR pro in charge of instilling a culture of feedback at AIG.

Today, they’re the new AIG. They’re one of the world's largest insurance organizations, with more than 88 million customers across the globe. They’re leaders in property casualty insurance, life and retirement services, and mortgage guaranty. But they’re more than the sum of their parts. They’re a network of approximately 63,000 people in more than 90 countries who come together every day to take on the world’s new challenges. They’re people who believe that with the right values and hard work, anything is possible. They know that when they’re at their best, it allows each and every one of their customers to be at their best, to realize their dreams, and find success every day.



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