1. Good Morning Humana!
1

2. Associates First
Connecting Associates to Leadership and Beyond

3. WHO ARE WE?
Engagement consultants with proven
results within the industry.
3
Janette Butler
Keeta Harris
Eowyn Hayden
Nikki Mihalovich
Jared Wojcikowski

4. OUR MISSION
To Increase Humana’s Engagement by
aligning the Cincinnati Service Center’s
Culture with their Engagement Metric
4

5. Humana Cincinnati Service Center’s
(CSC) engagement is “iconic” and
“empowering”
HUMANA CINCINNATI SERVICE CENTER’S
CULTURE
5

6. THE BUSINESS CHALLENGE
 The average response rate to the engagement
surveys from 2006 to 2011 was 75%.
 From 2009 to 2011, there was a significant drop in
CSC engagement scores.
 From a top leader perspective, the culture does not
match the engagement metric.
6

7. How can engagement align with
CSC’s culture?
7

8. GOAL STATEMENT
 Implement a sustainable solution that will align the
engagement metric with CSC’s culture; as a result it
will increase Humana’s Engagement survey response
rate
8

9. HOW DO WE DO THIS?
? ? ?
9

10. Everyone gets a new car!
10

11. SINCE WE DON’T LIVE IN A PERFECT
WORLD…
 We must be realistic
 We must create something sustainable and
effective
 We must create something that will benefit all
Humana associates
11

12. DATA COLLECTION
Data analysis was conducted
based upon an informal “Survey
About a Survey”
12

13. DATA ANALYSIS
70.80%
12.20%
3.40%
10.20%
3.40%
CSC Associates that took our
Survey by Department
Calls
G&A
Claims
ECU
147 Associates
60% response rate
13

14. 14
Yes No Sort Of
1. Do Humana’s current engagement strategies
currently engage you (i.e. jean’s passes,
activities, etc.)?
52.8% 13% 34.2%
2. Did you take the 2011 Kenexa survey? 69.5% 30.5%
3. Did you know that the Kenexa survey is
100% anonymous?
73.2% 26.8%
4. If given time off the phone and taken to a
separate room, would you be more inclined to
take the Kenexa survey?
69.2% 30.8%
5. If you knew that the survey helps associates,
like you and I, change Humana regarding our
opinions, would you feel more inclined to
complete the survey?
95.1% 4.9%
Breakdown Per Question

15. DATA RESULTS
15Associates with 10+ years of tenure appear more engaged

16. VOICE OF THE ASSOCIATES
 Q22.- The leadership of Humana has communicated a vision and objectives of Humana?
 Strengths: Vitality, Bruce Broussard's observation, Inclusion and Diversity Day in CSC- very positive ; engagement has improved over the
last year; Leadership emails- Kristina monthly updates; Supervisor/ team meetings- involving associates
 Opportunities: Follow through on incentives/compensations; Not able to see the whole vision/ only get 1/2 of the vision ; Types of calls
expected from Call Reps. having to learn different skill sets but not being compensated for the additional work; no clear vision; no follow
through; no explanation of future
 Q.24- Humana is committed to creating a work environment that contributes to the well-being of associates
 Strengths: Fitness Fridays; vitality huddles with MOCHA sponsors; Supervisors in the Ancillary units act as "buffers" for associates- there is
no engagement incentives for leaders
 Opportunities: Call Center Reps. are very stressed; need permission for everything; no opportunity or time to solve problems; supervisor list
is not available; Call Center Reps. do not feel valued; Horrible health's plans- need more options; we do not have the worst but we should
have more options; Associates do not know if or ever if they are getting a raise; long-time before breaks for Call Reps.; Job security; Leaders
talk about how much money they are making; Difficulties in getting PTO in Call Center; SPAA reps - week off; High-volume months - freeze
on PTO- not fair; Can not afford to go to DR.
 Q.25- I trust my leadership of my business unit
 Opportunities: Associates are not told the whole vision of the Company/CSC; no raises/no incentives; compensation for skill-sets ; no
consistency with supervisors with in the same dept.- same associates get picked for projects; Leadership should support their team- progress
feedback ( face to face)- management grievance sessions; "Raising the bar of REACH"- feels like a punishment; Communication stops at
each Leadership level- usually does not cascade down to the associate level; no information sharing from leadership regarding other
associates and their peers- very disengaging
 Our Survey Question
 Q5.- If you knew that the survey helps associates, like you I, change Humana regarding our opinions, would you feel more inclined
to complete the survey?
 If given time to take it/ off phones; take survey in separate rooms; long lunches ( i.e.. SPAA DAY); Engage Leaders then it will trickle down;
leaders are not visible; no one stands up for leaders; Associates felt misinformed about the vacation time and sick being combined.
Representatives were told that the change was a result from Gallop survey; Tied to the phones-no extra time to participate in the events; push
for engagement around survey and then no follow through ( drops off); Engagement council is all leadership- no associate voice; No interest
in Wacky Wednesdays, Jean passes, or ice cream handouts
 What they want: Increase in pay based on skill set; more PTO ; flexible schedules; not tied to the phones; no more business attire; survey to
the associates to see what they want; more call center input; time for the entire CSC to engage each other.
16

17. WHAT DOES ALL OF THAT MEAN?
 Your associates have a lot to say!
17

18. OPPORTUNITIES = BENEFITS
 Take a look at what we found…
18

19. CURRENT CSC ENGAGEMENT COUNCIL
 The team consists of leadership associates from all
departments
 Ideas come from 1DEA and direct contact with
Engagement Team member
 Tracking measures are informal
 Limited research into low engagement drivers
19

20. RECOMMENDATION
 Redefine and Expand the Current Engagement Council
 Consists of associates from all business units including WAH.
 Council will rotate on a quarterly basis.
 Meetings will be held bi-weekly
20

21. WHY SHOULD WE DO THIS?
 Data analysis confirms low
engagement scores
 Little associate feedback due to the
limited number of vehicles to
provide insight
 The current engagement team
creates engagement activities with
limited input from frontline
associates
21

22. OBJECTIVES
o Listen to all associates
o Create small engagements between associates from different
departments
o Create new events
o Identify disengagement factors and design strategies to engage
associates
22

23. FUTURE CULTURE ALIGNMENT
 Add the associate engagement council as a vehicle on
the 1DEA site
 Conduct Engagement Encounters, individually, with
Humana associates
 Create Focus groups to define what is working and what
needs improvement
 Send out quarterly emails disclosing who is on the
Engagement council
 Create a group on “The Buzz”
23

24. IS THIS A GOOD SOLUTION?
24

25. IMPACT ON THE BUDGET
 No direct impact due to utilizing current resources
 Potential to have indirect impact on the back end
due to lower service levels and rerouting of work
25

26. HOW DOES OUR RECOMMENDATION
ALIGN TO THE BUSINESS DRIVERS?
1. People- Gives associates a voice and addresses
concerns to help feel connected to the organization
(Perfect Service)
 Investing into associates produces longevity, trust, and a
positive return (engagement)
2. Growth- Influencing associates to enhance the
customer experience (net promoter)
26

27. MEASURES OF SUCCESS
 Feedback received in Engagement Encounters
 Event “thumbs up/thumbs down” records
 Future surveys; i.e. Pulse, Kenexa, etc.
 The engagement metric
 1DEA comments
27

28. STAKEHOLDER EVALUATION
 TBD
28

29. AND SO OUR SOLUTION…
 Assists in increasing the CSC engagement metric
 Measurable, sustainable, and implementable
 Does not directly impact the budget
 Allows direct associate feedback
 Creates an environment to foster diverse ideas
29

30. ON BEHALF OF ASSOCIATES FIRST…
Thank You!
30

31. APPENDIX
31

32. 32