corporate social responsibility

A robust, leader-driven commitment to inclusion and diversity can help a company realize its strategy and its vision for the future, while creating a meaningful work environment for everyone, according to Maria Hughes, SVP and Chief Inclusion and Diversity Officer at Humana.

She recently spoke with FierceHealthcare about the importance of making sure our workplaces help everyone thrive.

Leader support is critical, she said, noting that she works closely with Humana’s inclusion and diversity council, which is chaired by CEO Bruce Broussard and is primarily made up of his direct reports. Such commitment is a business imperative, she said.

“Today, even more than ever, inclusion and diversity is very important—it’s a hot topic in society,” she said. “So if we think about recruiting top talent and retaining our talent, having someone at a senior level that wakes up every single day thinking about inclusion and diversity … definitely sends the right message to [that] talent.”

She also spoke about the importance of mentoring, which allows Humana’s leaders to meet talented, high-potential associates while also educating those employees on business strategy and connecting them to thought leaders.

And Humana supports “network resource groups,” which are voluntary, employee-led groups that focus on developing future leaders and getting involved in local communities. There are eight of these groups, representing communities including women, people with disabilities and African-Americans.

Maria was the first president of the African-American resource group – IMPACT — 10 years ago. “This role has kind of come full circle for me,” she said.

Read the full interview here.

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Humana is among Mogul’s Top 100 Innovators in Diversity & Inclusion in 2018, a list that honors companies making the greatest strides in leadership diversity, employee resources and mentorship, and service to the community and sustainable efforts.

These companies excel in “hiring a diverse talent, creating welcoming environments and communities for employees and contributing to society in meaningful ways,” Mogul said. “The Top 100 were determined through weighted scoring, taking into account minority representation in top leadership roles, support and resources for employees, and social contribution within each organization.” Humana is No. 58 on the list.

“We’re honored to be recognized as part of this group,” said Maria Hughes, Humana’s Chief Inclusion and Diversity Officer. “Our vibrant, diverse workforce and inclusive culture at Humana helps us thrive as a team and inspires our work every day. We work hard to make sure every employee feels valued and engaged, despite differences in race, age, culture, sexual orientation or gender. It’s that inclusive culture that makes us strong and allows us to understand and empathize with our members as we help them achieve their best health.”

Mogul said, “At Humana, 61% of the management and supervisor roles are held by women and 43% of associates are people of color. Humana pursues several multicultural initiatives in the communities where their associates live, including the YMCA Black Achiever’s Program, Habitat for Humanity, Project BUILD and a partnership with the National Council of La Raza.”

Humana’s Bold Goal is to make the communities it serves 20 percent healthier by 2020. Key to that are efforts to promote employee health and well-being — including the right to bring their true selves to work — and to be good corporate citizens who work sustainably.

Read more in Humana’s most recent Inclusion & Diversity Report.

Mogul is “an award-winning platform reaching millions of women per week across 196 countries and 30,470 cities,” according to its website. “Mogul is democratizing information for women worldwide by enabling users to connect, share information, and access knowledge from each other. Headquartered in NYC, with offices in San Francisco and Paris, Mogul was named one of the Most Exciting Startups by Business Insider, Best Website for Finding Top Talent by Inc. Magazine, Top Website for Marketing Your Company Online by Forbes, and Top Online Learning Platform by Entrepreneur.”

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Bruce BroussardIn a series of LinkedIn Influencer blog posts, Humana President and CEO Bruce Broussard shares insights and ideas about the future of health care and discusses the importance of working together to improve the health-care system as well as our own health and well-being. His latest — 5 Lessons from Davos — is reprinted below. To see all of his blog posts, click here.

To help my company reach its bold goal – to help the communities we serve be 20 percent healthier by 2020 because we make it easy for people to achieve their best health – I spend a great deal of time in these communities. I want a localized, firsthand understanding of the best practices that my company can take to address and solve health challenges.

I’m an avid reader and a strong believer in lifelong learning. I also think leaders should look for new venues to gain perspective from those outside their immediate circles but facing similar obstacles. That’s what led me to Davos, Switzerland, last week for the World Economic Forum (WEF).

At WEF, I connected with a wide variety of leaders in government and business from around the world. I participated in a panel – “The New Health Paradigm” – where I discussed addressing chronic disease progression and how the value-based payment model can support the member experience. As a member of WEF’s Health and Healthcare Governors Community, I also spoke about my company’s role in its Atlanta Heart Failure Pilot program, which is designed to improve how congestive heart failure is treated in the Atlanta region.

Listed below are some of my lessons learned and takeaways from Davos:

1. We have many reasons to be optimistic about 2018. It was uplifting to see how leaders from a wide variety of industries are making, or planning to make, strategic investments. For example, a recent survey by PwC found that “for the first time since we began asking the question in 2012, the majority of CEOs surveyed believe global economic growth will ‘improve.’ In fact, the percentage of CEOs predicting ‘improved’ growth doubled from last year.”

My takeaway: It’s an exciting time to be driving change in health care. The euphoria can be scary, because it raises expectations. But the biggest risk is taking no risk at all.

2. Technology is rapidly disrupting industries, even as the world tries to coexist with technology. From social media giants dealing with fake news, to the auto industry being disrupted by self-driving cars, companies are dealing with challenges that will reshape how they operate. Technologies like artificial intelligence (AI) will reshape the world and force companies to cross boundaries that they have not previously considered.

My takeaway: Be prepared to disrupt your company before someone, or some entity, does it to you. AI is going to change the way work is done, and we must help people learn new skills to adapt to this new normal.

3. Balance capital returns with sustainability. I had numerous conversations about the letter that BlackRock CEO Larry Fink sent to CEOs a week before the conference. In his letter, Fink wrote that “society is demanding that companies, both public and private, serve a social purpose. To prosper over time, every company must not only deliver financial performance, but also show how it makes a positive contribution to society. Companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.”

My takeaway: You don’t have to be a CEO to understand that social purpose is critical to long-term sustainability for any company. In a 21st century environment, all of the core audiences must benefit in order to balance capital returns with sustainability.

4. Davos is a unique place that draws a diverse group of people and cultures. I struck up a conversation at dinner one night with a diplomat from Oman who had been coming to Davos for 25 years. He had a fascinating story: his parents were killed when he was 5 years old, he spent the next 15 years in an orphanage, and he went on to be a fisherman in Alaska. After attending the University of Michigan, he made his way to Oman. During our chat, I thought about how Indian Prime Minister Narendra Modi’s keynote highlighted how Davos is one of those unique places that brings a diverse group of people together to work on issues that have world, business and social consequences.

My takeaway: Davos helped me see the resiliency and the passion that attendees have for solving the world’s social, business and political problems. At an event like this, you can see problems through others’ eyes. If we’re going to unite to solve the world’s problems, forums like Davos – which thrive on diversity and perspective – must become more frequent.

5. Health care has an exciting future, but technology will only take it so far. It was enlightening to see the passion that leaders from across the world harbor for building a healthier world using technology. Establishing standards in data exchange will help facilitate the widespread deployment of easy-to-access electronic medical records. And telemedicine might vastly improve health in India, where care is not easily accessible.

My takeaway: We all welcome technology that improves care, but the decades-old fee-for-service system that creates billions in waste must end. Payment reforms like value-based care – which reward physicians and clinicians for the health of the patients they serve, not the number of services they provide – will be a key element in this transformation.

While Davos is the premier gathering of world leaders, it is only four days out of the year. It’s up to us to keep the momentum and excitement going – in research labs, in boardrooms, in schools and other venues.

Leaders must channel the power of optimism to build a purpose-driven business strategy, one with long-term sustainability that goes beyond the profit model.

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Dr. Wayne Tuckson opens his KET interview of Dr. Bryan Loy, Humana medical director and co-chair of the Louisville Health Advisory Board, with “Health care improvement at the community level is more than a notion. It requires many partners to be effective.”

The audience instantly knows there will need to be some strong evidence that Humana’s Bold Goal – a commitment to improve the health of communities 20 percent by 2020 by making it easy for people to achieve their best health – is making progress.

“If we can get to the social determinants of health and we can get to the behaviors and we can level the disparities around health literacy, then we can get to better outcomes by taking care of each other,” explains Dr. Loy.

Watch the rest of their in-depth conversation about Healthy Days and how Humana and its partners are working to co-create more of them.

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Humana has ranked No. 2 in its industry – the company’s highest-ever ranking – in Fortune magazine’s 2018 listing of the World’s Best and Most Admired Companies. Humana was No. 3 last year in the category of Health Care: Insurance and Managed Care.

The Fortune annual ranking is the worldwide gold standard for the measurement of corporate reputation. Humana ranked No. 1 in the category of Social Responsibility, and also ranked high in areas such as Innovation and People Management.

To conduct the survey, Fortune and partner Korn Ferry started with about 1,500 candidates: the 1,000 largest U.S. companies ranked by revenue, along with non-U.S. companies in Fortune’s Global 500 database that have revenues of $10 billion or more. The list was pared to the highest-revenue companies in each industry, a total of 680 in 29 countries. The top-rated companies were picked from that list of 680.

To determine the best-regarded companies in 52 industries, Korn Ferry asked executives, directors, and analysts to rate enterprises in their own industry on nine criteria, from investment value and quality of management and products to social responsibility and ability to attract talent. A company’s score must rank in the top half of its industry survey to be listed.

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