Humana Strengthens Workplace Culture With 2026 Great Place to Work Certification and PEOPLE Companies That Care Recognition
Humana Inc. has once again received recognition for its workplace culture and commitment to employees, communities and its broader purpose. The consumer healthcare company has earned the 2026 Great Place to Work Certification™ for the fifth consecutive year and has again been named to the PEOPLE Companies That Care® list.
The two recognitions highlight Humana’s continued efforts to create a workplace where employees feel respected, supported and connected to meaningful work. They also underscore the company’s emphasis on employee engagement, community involvement, professional development and well-being.
For a healthcare organization serving millions of people, Humana’s leadership says that cultivating a strong internal culture is closely connected to its ability to deliver on its mission. By creating an environment where employees can collaborate, develop their skills and contribute to causes that matter, the company aims to strengthen both its workforce and the communities it serves.
Employee Feedback Drives Great Place to Work Recognition
The Great Place to Work Certification is particularly significant because it is based on direct feedback from employees rather than solely on company policies or leadership assessments. The evaluation considers employees’ experiences with workplace culture, trust, leadership and their overall perception of the organization.
Humana’s 2026 survey results showed that 79% of its employees said the company is a great place to work, compared with 57% of employees at a typical U.S.-based company.
Several additional findings point to positive employee experiences across different stages of the workplace journey. Approximately 90% of Humana employees said they feel welcome when they join the company, highlighting the importance of onboarding and creating a sense of belonging from the beginning of an employee’s experience.
The survey also found that 86% of employees said they feel good about the ways Humana contributes to the community. This result reflects the connection many employees see between their individual roles and the company’s broader healthcare mission.
Meanwhile, 84% of employees said people care about each other at Humana, reinforcing the importance of relationships, collaboration and mutual support within the organization.
Together, these results demonstrate that employee perceptions of workplace culture extend beyond compensation or traditional benefits. Employees increasingly value organizations that provide purpose, opportunities for development, supportive colleagues and the ability to contribute to meaningful outcomes.
Recognition as a PEOPLE Company That Cares
In addition to its Great Place to Work Certification, Humana has once again been recognized on the PEOPLE Companies That Care list.+*9-9Published by PEOPLE, the recognition highlights U.S. companies that demonstrate strong business performance while showing a commitment to employees, communities and the environment.
For Humana, the recognition reflects its efforts to balance organizational performance with investments in people and communities. The company’s healthcare mission provides a foundation for these initiatives, with employee programs and community activities designed to encourage service and engagement.
The recognition also reinforces the idea that corporate culture can play an important role in a company’s ability to attract, retain and motivate employees.
As healthcare continues to evolve, organizations are competing for professionals with expertise across clinical services, technology, administration, customer experience, analytics and other specialized areas. A workplace culture that promotes belonging and purpose can therefore become an important component of long-term workforce strategy.
Connecting Employees to Humana’s Purpose
Michelle O’Hara, Chief Human Resources Officer for Humana, said the recognitions are meaningful because they reflect the experiences that employees help create every day.
According to O’Hara, Humana’s employees are central to the company’s purpose and success. She emphasized that when employees feel valued, supported and connected to meaningful work, they are better positioned to innovate, collaborate and create positive results.
This connection between employee experience and healthcare outcomes is an important element of Humana’s workplace strategy.
The company serves millions of members and patients, meaning employees across different functions contribute to the broader goal of helping people achieve better health. A strong internal culture can help employees understand how their individual responsibilities connect with that larger purpose.
Whether employees are working directly with members, supporting healthcare operations, developing technology, managing business functions or contributing to community initiatives, the organization seeks to create a shared sense of responsibility.
O’Hara also highlighted the relationship between workplace culture and Humana’s ability to serve its members and patients, support communities and pursue its commitment to helping people achieve their best health.
Humana Community Day Demonstrates Employee Engagement
One of the clearest examples of Humana’s culture in action is its Community Day initiative.During the 2025 Humana Community Day, more than 12,000 associates participated, supporting approximately 600 nonprofit organizations and contributing to efforts that impacted an estimated 1.6 million lives.
Community Day gives employees an opportunity to step away from their normal responsibilities and participate in activities designed to support local organizations and communities.For a healthcare company, community engagement can take many forms, including supporting organizations that address social needs, assisting vulnerable populations and contributing to initiatives that improve quality of life.
The scale of Humana’s Community Day participation demonstrates how employee engagement can extend beyond the workplace.
Programs like these can also strengthen relationships among employees. Working together on community initiatives allows colleagues from different departments and locations to connect around a shared objective, creating experiences that may strengthen teamwork and organizational belonging.
Volunteerism Remains an Important Part of Company Culture
Humana’s broader commitment to volunteerism is also reflected in the number of hours employees contributed during 2025.Humana associates recorded more than 321,000 volunteer hours throughout the year.
Volunteer programs provide employees with opportunities to contribute their skills, time and energy to causes and organizations in their communities. They can also give employees opportunities to pursue interests that complement their professional responsibilities.
From an organizational perspective, supporting volunteerism can help companies build stronger relationships with local communities while giving employees meaningful opportunities to make an impact outside their day-to-day roles.For Humana, the extensive volunteer participation reflects the company’s emphasis on service and community involvement as components of its overall employee experience.
Network Resource Groups Promote Connection and Belonging
Another important element of Humana’s workplace culture is its network of employee affinity groups, referred to as Network Resource Groups.More than 20,000 associates participated in one or more of these groups, which are designed to encourage connection, professional development and a sense of belonging.
Employee resource and affinity groups can provide opportunities for employees to build professional networks, exchange experiences and participate in development activities. They can also create additional channels for employees to connect with colleagues who share common interests or experiences.
At a large organization such as Humana, these networks can be particularly valuable. Employees may work across different business units, locations and professional disciplines, making opportunities for connection an important part of maintaining an integrated company culture.
By supporting these groups, Humana is continuing to invest in employee relationships and engagement beyond traditional organizational structures.
Dedicated Support for Veterans and Military-Connected Employees
Humana is also focusing on its veteran and military-connected workforce.
The company supports approximately 4,500 veterans and military-connected teammates through dedicated programs, resources and external partnerships.
Veterans can bring a range of skills and experiences to healthcare organizations, including leadership, teamwork, operational expertise, problem-solving and adaptability. Creating resources specifically designed to support military-connected employees can help organizations recognize and leverage those capabilities.
Humana’s veteran-focused efforts form another part of its broader approach to employee support and engagement.
The initiatives also demonstrate how workplace culture can extend beyond general employee programs to address the needs of particular groups within an organization.
Expanding Learning and Career Development
Humana’s culture strategy has also included efforts to strengthen professional development.
Over the past year, the company has enhanced learning opportunities and modernized its approach to performance management. These efforts are intended to provide employees with clearer expectations, more meaningful feedback and stronger support for career development.
Career development has become increasingly important in the modern workplace, particularly in industries experiencing rapid changes in technology, customer expectations and operating models.
Healthcare is undergoing significant transformation through digital health, artificial intelligence, data analytics, virtual care and evolving consumer expectations. Employees therefore need opportunities to continually develop their knowledge and capabilities.
Learning programs can help organizations prepare their workforce for these changes while giving employees a clearer understanding of potential career pathways.
Humana’s focus on performance management also reflects a shift toward more continuous feedback and employee development. Rather than relying exclusively on traditional annual reviews, modern performance approaches can provide employees with more frequent opportunities to understand expectations, identify development areas and discuss career goals.
Whole-Person Well-Being Remains a Priority
Employee well-being is another component of Humana’s workplace strategy.
The company has enhanced its well-being programs as part of its broader effort to support employees. For a healthcare company, an emphasis on whole-person health extends naturally into the workplace, where employee well-being can influence engagement, productivity and overall job satisfaction.
Workplace well-being increasingly encompasses more than physical health. Organizations are also considering emotional, social and financial dimensions of employee experience.Providing resources and programs that address different aspects of well-being can help employees manage challenges while maintaining stronger connections to their work and colleagues.
Humana’s efforts reflect the company’s broader healthcare philosophy while also recognizing that employees themselves are an important part of the organization’s mission.
Building a Sustainable Workplace Culture
Humana’s fifth consecutive Great Place to Work Certification and continued inclusion on the PEOPLE Companies That Care list provide external recognition of its workplace and community initiatives.
However, the company’s approach extends beyond individual awards. Employee survey results, volunteer participation, community engagement, network resource groups, veteran support and professional development programs collectively form a broader workplace strategy.
The results also suggest that workplace culture can be measured through employees’ everyday experiences.
When employees feel welcomed, supported and connected to their colleagues, they are more likely to develop a strong sense of belonging. When they see a connection between their work and the organization’s broader mission, they may also feel greater purpose in their roles.
For Humana, these factors are particularly important because the company operates within an industry where employee actions can ultimately influence healthcare experiences for members and patients.
As Humana continues developing its workforce strategy, its latest recognitions highlight the company’s ongoing emphasis on people, purpose and community impact.
The 2026 Great Place to Work Certification marks the fifth consecutive year that Humana has received the designation, while its renewed PEOPLE Companies That Care recognition reinforces the company’s efforts to combine business performance with employee and community support.
The organization’s recent initiatives—from more than 12,000 employees participating in Community Day to more than 321,000 volunteer hours, extensive participation in Network Resource Groups and dedicated support for veterans—illustrate how Humana is attempting to translate its workplace values into measurable action.
At the same time, investments in learning, performance management and well-being demonstrate an emphasis on supporting employees throughout their careers.
For Humana, creating a strong workplace ultimately ties back to its healthcare mission. Employees who feel valued, connected and empowered can contribute to innovation, collaboration and improved service.
The latest recognitions therefore represent more than workplace accolades. They highlight Humana’s continuing effort to build an employee culture capable of supporting its members, strengthening communities and advancing its long-term commitment to helping people achieve their best health.
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