By: Felicia Nana Ama KYEI
In Ghana’s insurance industry, the office has always been central a place where brokers huddle to discuss client renewals, underwriters process proposals side-by-side, and claims teams debrief after client visits. But the workplace is changing.
COVID-19 forced many insurance companies in Ghana to test remote and hybrid work models for the first time. Even as restrictions have eased, the flexible model remains.
Now, we face a critical question:
How do we preserve or better yet, redefine our workplace culture when our teams are no longer always under one roof?
The Ghanaian Context: Unique Challenges in a Hybrid Environment
Let’s be honest hybrid work isn’t always straightforward in our setting because of the following reasons,
- Infrastructure gaps: Not everyone has stable internet, reliable power, or a quiet home workspace. This can lead to inequality and frustration among team members.
- Compliance and confidentiality: With clients’ personal and financial data at stake, working from home raises real questions around data protection, especially given NIC regulatory expectations.
- Learning and mentorship: Our industry is mentorship-heavy. A young claims officer learns best by sitting beside a senior colleague. In hybrid setups, that informal knowledge sharing becomes harder.
- Relationship selling: So much of our business especially in retail and life insurance is built on in-person trust. Remote work challenges how brokers and agents build rapport with clients.
These challenges are real. But so are the opportunities.
The new building blocks of culture in a hybrid Ghanaian insurance firm
To keep our culture strong and relevant in this new reality, insurance companies must be intentional and people-focused.
Here’s how:
Prioritize people over proximity
Culture is not about being in the same building; it’s about being aligned on values. Whether staff are in Kumasi, Takoradi, or Accra, they should feel part of the same mission.
- Weekly “team connect” sessions over Zoom or Teams with cameras on to humanize conversations help build familiarity.
- Use WhatsApp groups not just for announcements, but for casual engagement and praise. Yes, even digital “well done!” goes a long way.
Measure trust, not time
In Ghana, we often associate productivity with presence. But in a hybrid world, sitting at a desk doesn’t mean working. It’s time to shift toward outcome-based KPIs.
- Did that claims officer resolve cases faster?
- Did the underwriting team reduce errors?
- Are brokers meeting targets and getting positive client feedback?
Results of employee’s performance should speak louder than physical attendance.
Create digital cultural rituals
Our culture thrives on rituals morning devotions, birthday celebrations, Friday waakye parties. These don’t have to disappear.
- Hold 30-minute virtual devotions or motivational talks every Monday.
- Celebrate team wins on company WhatsApp and social media.
- Organize “hybrid happy hours” or trivia games with airtime prizes.
These small things keep morale and connection alive.
Promote inclusion
Head offices often get more visibility, while branch staff and field agents may feel forgotten especially when working remotely.
- Ensure training, recognition, and feedback opportunities are equally available to all regions and roles.
- Encourage team leads to rotate spotlight: Let branch staff present at virtual town halls. Recognize field sales agents in monthly newsletters.
A culture of inclusion goes beyond location it’s about belonging.
Local Examples of Progress
Some Ghanaian insurance companies are already evolving:
- Enterprise Group implemented flexible work for corporate staff, while ensuring client-facing roles had adequate support to stay mobile and safe.
- Glico increased investment in digital tools for agents, helping remote teams stay connected with clients while preserving the firm’s long-standing family culture.
- Star Assurance has emphasized staff wellness and launched internal digital engagement campaigns to foster unity among hybrid teams.
These are promising steps but they also show the journey is ongoing.
The Leadership Mandate: Carry Culture, Don’t Just Communicate It
In our culture, employees look to leaders not just for instruction, but for inspiration. Leaders must:
- Be visible and present not just in the boardroom but in virtual spaces.
- Lead with empathy asking “How are you coping?” before “What have you delivered?”
- Reinforce values not just through policies but through stories, recognition, and human connection.
Culture flows from the top, especially in a relational society like Ghana’s.
Culture as Our Competitive Advantage
The Ghanaian insurance landscape is becoming more competitive and digitized. But it’s not just technology that will differentiate firms it’s culture.
- A culture where agents feel seen, even if they’re working remotely.
- A culture where junior staff can learn and grow from wherever they are.
- A culture that sees flexibility not as a threat to control, but as a path to trust.
Let’s Not Rebuild the Old Office Let’s Redesign the Culture
We don’t need to replicate the old ways in new formats. We need to rethink what culture truly means for the modern Ghanaian insurance worker from executive to intern, from underwriting to sales.
It’s about connection, care, and shared purpose. Whether in-person or online, that’s what keeps our insurance industry moving and thriving.
References & Resources:
- Enterprise Group – Sustainability Reports & Employee Experience
- NIC Guidelines on Remote Work & Compliance
- Revitalizing Culture in the World of Hybrid Work – HBR
- Hybrid Work Culture Insights – MIT Sloan
Disclaimer
The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy, position, or strategy of any specific insurance company, regulatory body, or institution mentioned. This article is intended for informational purposes only and should not be construed as professional, legal, or regulatory advice. Organizations are encouraged to adapt strategies based on their unique contexts, resources, and compliance requirements. For support in building a sustainable and inclusive hybrid workplace, or to share your concerns and questions, kindly reach out to Clean Vision HR Solutions at [email protected].
The author is a Senior Consultant, Clean Vision HR Solutions
[email protected] / www.cleanvisionhr.com
