I'd love to hear your thoughts on the ongoing situation at Humana. Whether you're an employee, customer, or just interested in the matter, your perspective is valuable.
14 replies (most recent on top)
I worked for Humana from 2008-2018 and enjoyed most of my time there. Humana had the opportunity to BE the leading insurance company in the USA however the efficiency and quality is just not there. Policies and procedures changed on a daily basis. Low performing staff are allowed to linger for years. The twice annual layoffs don’t help motivate staff to work harder.
@ @1oya+1rayThbP As an ordinary employee, I'm simply striving to navigate the professional landscape like everyone else. It's disheartening to see how pervasive paranoia has become at Humana, preventing us from simply connecting and checking in on each other's well-being, both physically and mentally.
To 'The Voice' who posted the question on Thoughts? Really?
Hmmm....Who are YOU and what are YOUR thoughts?
This is insane.
Thoughts? Someone asks us. Does TEMU own this site? Holy cow! How many cr-ppy popups can you throw at me in 30 seconds? Good luck Humana peeps!
I once thought I would be a Humana “lifer”. When I was hired on more than a decade ago, Humana’s mission inspired me. I used to tell everyone I met about how great my career was at Humana. Now, I am spending what’s left of my energy looking externally for roles after I log off. In the last 3 years, Humana has done an exceptional job at crushing my spirit. Leadership continues to stack on more workload with expanded scope and responsibility; however, I have nothing to show for going far above and beyond. Although there is an enterprise career framework and ladder described, it is so vague that leaders can constantly dodge conversations about advancement in order to avoid paying associates their worth. Constant lay offs and those who remain take on the burden. I am already working 60+ hrs a week with no lunch, no overtime, juggling several large-scale projects. My family has felt my absence the most. Not something I would ever recommend to a peer. My focus this year is working on setting boundaries but will likely be perceived as quiet quitting or slacking as a result. I guess blame is partly on me as I allowed this company to back me into the dark corner in which I am living.
It's usually a mistake to push out tenured associates. Good knowledge comes from experience.
I am hearing people who never really verbalize any negativity start to complain. I feels like we are on a spiral downward. Never seen overall morale in the tank like it currently is. If this was the intended result then mission accomplished.
Every day is stressful. It seems like multiple times a week there is a change or new protocol or bad news. Today I have an “URGENT” meeting added to my schedule. What is urgent and why do I have to wait until the end of the day. Is my department getting laid off? Like someone else mentioned I have no motivation to try or go above and beyond. Number one, I worked very hard last year and did better than expectations and what did it get me? And if I’m going to lose my job then also - why try? Idk it’s super sad and I’m very unhappy.
Every day that I work here is consumed by wondering if I'm going to get a Zoom meeting from HR and be RIF'd. It's preventing me from using my Guild money to advance my education because I'm worried that I will get stuck footing the bill when they kick me to the curb. My leader gave me a low multiplier on my AIP with a full rating and no explanation. Someone else got the bonus that my reviews show I earned.
I don't care about doing my work at this point because it's meaningless. The target will change 100 times and the work we do will be thrown away. Humana is overrun with incompetence, especially in IT where the tools are cumbersome and antiquated and leadership lacks direction. They are behind the curve on agile development, and they can't see past next week. It's a sad state.
Here are my thoughts. I’ve been at Humana for 12 years. Most of my time has been in marketing. Bottom line, things change as the leadership changes. Some for better, some for worse. When I started, Jody was the CMO and she had a way of inspiring people, had a warm, approachable personality while still having an executive presence. She had a vision that everyone could understand and get behind. Sure, there were cliques and layoffs but it still seemed that she cared for people. Once she left and Jennifer became the CMO, she made bad hires. And those hires really disrupted the culture in marketing. No one knew what her vision was, not sure she has a vision. She’s not good at relating to people and allowed volatile cliques to sprout. She finally made a good move and let go of her worse hire (VP of marketing) last year but that lady had an even worse hire/promotion record than the CMO. Bad hires at the “leadership” level set the tone. And when I say bad hires that means people who look out for themselves and their friends first. I’m actually excited for JB to leave. Her leadership has been weak. Hopefully her replacement will quickly take the temperature of the org. People like the VPs of Brand, the Hive and marketing engagement should be weeded out (for various performance and disgusting behaviors) and let’s start again. Hopefully under a sound vision a positive culture can be built that aligns everyone together. Fingers crossed, anyway.
I got the axe in September - and I was glad I did; the severance pkg was pretty good and the writing was clearly on the wall. This used to be an excellent company - for customers and employees - it appears those days are long gone.
Current climate-icy. The employees that didn’t take the early retirement offering are being pushed out. Humana wants older, more tenured employees out so they don’t have to deal with their high salaries, health care costs and various leave requests. Leaders have been directed to give employees that are in the upper 25% of the pay band of their roles no raise or a very poor one. This is discrimination and is ageism because who sits at the top of the pay band?! They are also pushing those employees to do more. What incentive is there to continue to go above and beyond when HR compensation doesn’t reward it with an average raise?
This question sounds like a variation of a pulse survey.
Fear and Complacency
***
Fear and complacency, though seemingly opposite in nature, often run arm in arm because they both result in inaction, but for different reasons. Fear prevents action because it creates anxiety or apprehension about what might happen if one tries and fails, or if the outcome is unknown or potentially harmful. Complacency, on the other hand, leads to inaction because it fosters a sense of contentment with the current situation, regardless of whether it's beneficial in the long term, eliminating the perceived need for change or improvement. Together, they create a cycle that can be hard to break: fear stops individuals from stepping out of their comfort zones, while complacency keeps them satisfied enough not to want to challenge the status quo, even when change is necessary.