Workplace Wellness

LinkedIn recently reached out to Humana, noting the success of the company’s GenUs Network Resource Group and asking Humana to contribute to the LinkedIn Global Talent Trends report for 2020.  One of the trends highlighted is “How to make the most of a multigenerational workforce.”

You can see highlights and download the entire report here.

The report describes four trends “changing the way you attract and retain talent” and offers “tips, insights, and strategies to help you navigate these trends—based on a survey of more than 7,000 talent professionals in 35 countries, LinkedIn data, and 40 interviews with experts.”

One of those interviewed was Maria Hughes, Humana Senior Vice President and Chief Inclusion & Diversity Officer, who said, “GenUs is helping provoke different types of conversation and raise overall consciousness of our multigenerational workforce.” 

The Humana section of the report reads:

Humana boosts engagement with multigen resource group

Opportunity
Humana, a U.S. health insurance company headquartered in Kentucky
with about 40,000 employees, recognized the increasing age diversity of
its workforce and wanted to break down generational barriers. Humana
also recognized that a workforce of engaged intergenerational teams
could provide better service to its growing population of senior customers.

Action
In 2018, Humana added the GenUs Network to its list of employee
resource groups with the goal of listening to and encouraging teamwork
between the different generations. The group is open to all employees
and meets for informal conversation about intergenerational
collaboration as well as formal programs with outside speakers, such
as Chip Conley, founder of the Modern Elder Academy, and Donna
Butts, executive director of Generations United. The resource group also
helps members find mentors with skills and insights to share, whether
that’s older employees offering advice to younger workers or vice versa.

Outcome
The GenUs Network Resource Group (NRG) started with 15 members
and became one of the company’s quickest-growing NRGs, acquiring
1,200 participants within the first few months. GenUs participants enjoy
having a safe and supportive environment to raise issues for discussion.
And, like other NRG participants, they have significantly higher
engagement scores than the workforce as a whole. Because the group’s
enthusiasm level is so high, Humana is doing more research to
understand and reinforce the group’s success.

Tracy Goodwin, Inclusion & Diversity Lead at Humana, oversees the company’s NRG program.  “Professional development, getting the opportunity to develop solutions that improve the consumer experience, and a great sense of purpose are some of the main benefits that come with belonging to an NRG,” Tracy said. “Whether it is in a leadership role or supporting an NRG project team, our employees have an opportunity to hone specific skillsets based on their interests. Like all NRGs, GenUs is led by 2 co-presidents — Neil Pierce and Waleed Bahouth — who help set the strategic direction for the NRG.”

GenUs members also have a great deal of support and leadership from their executive sponsors, Walter Woods and Anne-Britton Arnett.

Learn more about how Humana’s culture thrives through Inclusion and Diversity by watching this video and reading more here.

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Humana has again been listed among the Top 100 Companies with Remote Jobs, coming in at No. 15.

“Through an analysis of the remote job posting histories of more than 54,000 companies in the FlexJobs database, we’ve pinpointed the companies that offered more remote-friendly positions than any others,” FlexJobs said. “’Remote-friendly’ means the openings must offer some level of remote work (the levels on our site are ‘100% remote work,’ ‘partial remote work,’ or ‘option for remote work’).”

“The most notable change we’ve seen over the past year is not so much the growth in the sheer volume of remote job listings, but the growth in the variety of remote job titles these companies are seeking to hire,” said Sara Sutton, Founder and CEO of FlexJobs.

See the full list here.

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Creating employee well-being takes commitment — to employees and to a positive workplace culture, according to an article in HR Dive. “That environment can become a competitive advantage for attracting, retaining, and engaging a thriving workforce.”

The publication recently interviewed Humana’s Tim State, Senior Vice President of Associate Health and Well-being, for an article titled  From Wellness to Well-Being: The Evolution of Employer Health Initiatives.

It cited the company’s “bigger, more holistic approach” to associate well-being.

“What started as on-site yoga classes and smoking cessation programs has evolved,” the article said. “As employers learn more about the science of how humans thrive and other aspects of productivity, organizations can build a better foundation for well-being.”

Tim said, “We’ve moved from a narrow understanding of programs or slices of that picture into something a lot more holistic and fundamental.”  

The article said that at Humana, well-being “incorporates four dimensions: a sense of purpose in one’s life and career; health, including, but not limited to physical, emotional and spiritual health; sense of belonging, which includes relationships; and sense of security, which includes personal safety as well as financial security. These aspects provide the foundation for wellbeing, and the company’s offerings reinforce the direction.”

Read the full article here.

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The publication Inc. recently spoke with Humana’s Tim State, Senior Vice President of Associate Health and Well-being, about employee engagement and Humana’s success in improving overall worker satisfaction and adding Healthy Days.

The article noted that Humana has increased physical workplace satisfaction by 24 percent from 2015 to 2018 and that associates achieved their Bold Goal of gaining 20% more Healthy Days.

Tim said the improvement “comes from getting obsessed with centering decisions, priorities and activities around the workers and their experiences at the office.”

The article noted Humana’s efforts to:

  • Redesign office space so people can collaborate, focus and relax better
  • Offer more services oriented to physical wellbeing, such as a fitness center open both to workers and the larger community
  • Use technology to resolve more day-to-day requests and work orders

He noted that successful companies move “from traditional wellness that may address primarily physical health and some aspects of mindset to an integrated and more holistic framework of human wellbeing. This fully incorporates mental/emotional health and a sense of belonging, security and even purpose or meaning in one’s life. These are balanced with physical health and are interdependent within each of us. Plus, they all can be significantly influenced in the context of our working lives.”

Read the full article here.

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