CAREERS

There are many advantages of working at CRM. Register online and receive e-mail notices of new openings. Defining Diversity

CRM views diversity as an opportunity – an opportunity to build a high-performing culture that makes us a leader in exploring better and new ways of doing business and that enables us to thrive in a competitive business environment.

CRM΄s culture is one where all people feel they are welcome, they matter and they are a part of something that is important. This culture creates an environment where all employees΄ abilities and energies are used fully. Such a culture is achieved in an organisation that is diverse at all levels and where individual uniqueness is understood, respected and valued.

As one of the most progressive insurance brokerages in Australia, CRM offers an almost unparalleled combination of extensive industry contacts, in-house expertise, forward-thinking innovation and comprehensive personal service. People are the backbone of CRM. Our employees are leaders in their fields. They bring extensive product knowledge, broad industry education and a dedication to thoughtful and innovative solutions.

Diversity is a part of the way we work and achieve results.

Our commitment to diversity supports our business goals:

• Attract, develop, retain and reward talented employees
• Be the experts in understanding the changing risks of business Australia-wide
• Be the experts in understanding and serving the changing needs of our clients Build and effectively manage our brand to all clients
• Create and develop innovative products and services
• Make our products and services available and attractive to clients through the channel of their choice

CRM has taken many steps to make diversity a vital part of the way we do business by:

• Ensuring diverse talent at all levels through internal & external staffing efforts
• Developing diversity awareness and skills at all levels and within all functions
• Encouraging all employees to practice inclusion to ensure maximum employee engagement and commitment
• Establishing staffing practices, training and development programs, and employee benefits to attract, develop and retain a diverse workforce
• Exploring new and diverse markets, client and distribution channels for CRM products and services
• Understanding global cultures, clients΄ needs and business practices and developing strategies to meet these needs
• Partnering with and investing in the diverse Associations with whom CRM does business

CRM Remote Office

With regards to technology, we are seen as one of Australia's leading brokers transacting business from city, suburban and country locations throughout Australia. Our Brokers and Staff can work online from locations throughout Australia utilising the internet in conjunction with networking software designed specifically for CRM. By refining this system, CRM is not limited to employing staff in a specific location, rather accessing some of Australia's leading risk management and insurance broking experts and allowing them to work remotely.

It's also a reflection of the increasing realisation that remote working represents an opportunity to offer staff a better work/life balance. The soft benefits, such as increased productivity and the scope to employ staff who live out of commuting range, are trickier to measure but are too often overlooked. Adoption of technologies that are highly supportive of remote working — such as broadband and voice over IP — is part of our strategy.

CRM’s top ten remote working tips

• Good remote working supervisors do what they ought to be doing in the office - managing by results, communicating effectively and frequently, and creating networks outside of their immediate location
• Good employees in the office should be better employees at home. Work ethics themselves do not change, but productive hours do - for the better
• If the technology doesn't work remotely, neither can the worker. At CRM, we ensure that the technology works, particularly before using it as a business continuity mechanism
• Managerial trust is the foundation of an effective remote work program. Individual managers and employees know the most about the suitability of their job and themselves for remote working
• Technology and culture - not job function - are the best predictors of success in remote working. All jobs are candidates for remote working until proven otherwise
• Face-to-face contact still counts. There are good reasons to go to the office, and they will not disappear
• Proper assignment of costs greatly facilitate the documentation of remote work benefits. For example, office costs are allocated to the functional manager level
• Take advantage of network economics. The per-worker benefits of remote working increase with participation. An organisation doesn't get a lot of benefit from one remote worker, but data suggests that a fully virtual organisation is a more effective, efficient, resilient and flexible one
• Many remote working policy issues actually belong at the corporate level, guiding all employees. In other words, broad issues such as security and performance evaluations need to be consistently examined and defined beyond the confines of just a remote work program
• Remote working is not an end in itself - think of it as merely a symptom of a far larger and more positive organisational transformation.

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