Humana’s Comprehensive Employee Health Benefits Include An Emergency Savings Fund
With Perspectives From Nate Shishko,
Vice President, Associate Well-Being, Benefits And Total Rewards Mergers And Acquisitions, Humana
THEIR WHY
STEPS TO SUCCESS
THE IMPACT
“A reality in the United States is that your well-being is dependent on financial outcomes,” says Nate Shishko of health insurance company and care provider Humana. Recognizing that financial stress can impact mental and physical health, Humana developed a continuum of care for its 65,000 employees with a core focus on financial security.
After identifying that employees regularly needed financial assistance for unexpected situations, the company launched an emergency savings fund program with employer contributions. Humana also offers free access to Certified Financial Planners who provide customized support. Equipping employees with tools and knowledge eases stress and anxiety, Shishko says. He notes that Humana uses the American Heart Association’s scorecard to benchmark its initiatives against other employers. Humana has earned the platinum badge on the scorecard (which is the highest score level) for the last two years.
A similar strategy informs Humana’s benefits targeting mental and physical health. The company’s Associate Expert Care Program offers employees and their families facing complex medical challenges access to leading medical providers. “We see members using … higher-quality providers across the board as a really big opportunity for them and for us as an employer to improve health outcomes,” which Shishko says can lower costs on both sides. Looking ahead, he anticipates similar progress from an expanding focus on employee primary care and prevention, which includes biometric screenings and health assessments.
“Just under 54% of all Americans get their healthcare from their employer. So it’s important to us, one, to be a leader there and to be an employer that leads in caring for our associates.”
Use Comparative Surveys
Humana employees complete regular surveys to compare and rank health and financial benefits, which helps leaders design and tailor offerings. “That helps us make sure our well-being and benefit dollars go to the places where our associates have told us they have the greatest needs,” Shishko says.
Humana boosts participation in its health and well-being programs with free coaching and classes, as well as a company match to its employer-sponsored accounts. “We don't just stop with providing the tool and leaving our associates to read the manual and figure it out,” he says. “We also provide coaching on what resources are available and how to use them.”
Inspire Engagement
Shishko says his team uses the scorecard to gain insight into how other companies prioritize employee well-being, which improves Humana’s own initiatives. He recommends that leaders ask, “Now that I know where I am, now that I can see a bit of what other employers do, what incremental step can I take to improve?”
Build On Learnings
75%
of eligible Humana employees use the company’s emergency savings program.
Discover how three leaders in healthcare, construction and pharmaceuticals who use the scorecard are creating innovative solutions to prioritize employee health.
At This Construction Company, Mentoring And Social Gatherings Fuel Employee Well-Being
THEIR WHY
STEPS TO SUCCESS
THE IMPACT
He also reports improvements in communication between employees and construction subcontractors. “Folks don’t dread coming to work,” he says.
Pressley says he’s seen more engagement, ownership and attention to detail among employees as a result of UJAMAA’s efforts to build camaraderie and connections.
Pressley invites construction-site and office employees to suggest fresh ideas for wellness programs and community-building activities. UJAMAA then tests the most promising concepts, like a cooking competition between the Chicago and Atlanta offices.
Tap Into Employee Creativity
Regular employee social gatherings, such as a monthly virtual golf game, help team members bond with one another and relax — a perk that leads to improved collaboration at work. “The game brings their stress down, and you can see it on their faces,” Pressley says.
Schedule Connection Time
UJAMAA’s well-being efforts extend to its college interns, who are paired with newly graduated employees as mentors. These employees, Pressley says, are uniquely positioned by their similar age and experience to advise interns on finishing school and finding a job.
Empower The Interns
“You can’t be afraid to care about the people that you invest in. They are your most valuable asset.”
Over 340,000 people working in construction and extraction occupations in the U.S. have been diagnosed with cardiovascular disease. The construction field also experiences high rates of mental health issues, including suicide. On a job site, one person in crisis can raise everyone’s risk for accidents, says Todd Pressley of UJAMAA Construction. The Chicago-based firm (whose Swahili name translates to “cooperative economics”) creates a culture of safety by nurturing well-being and social connection among its 109 employees, from construction workers in the field to engineers and managers in the corporate offices.
A primary focus is communicating to UJAMAA’s diverse workforce that they need not face stress or mental health challenges alone, Pressley says. “We’re doing a lot more mentoring and saying, ‘If you’re having a problem, pick up the phone and call me, because I’ve been there,’” he says. The company’s mentorship program spans its Chicago and Atlanta hubs, involving leaders from other construction organizations. Job training incorporates discussions on work-life balance, and employees are encouraged to check in with each other frequently. Regular social outings, charitable service and time off for volunteering also improve team dynamics, Pressley says.
UJAMAA has received the platinum badge in the Association’s scorecard for the past two years. Pressley says scorecard findings help UJAMAA’s leaders remove blinders regarding employee resilience and safety, enabling them to make "modifications … and changes so that you are servicing your people."
With Perspectives From Todd Pressley, Co-Principal And Executive
Vice President, UJAMAA Construction
With Perspectives From Betty Larson,
Executive Vice President And Chief Human Resources Officer, Merck
Merck’s 75,000 Global Employees Can Access Mental Health Help Around The Clock
THEIR WHY
STEPS TO SUCCESS
THE IMPACT
82%
of surveyed employees say Merck managers support a culture of well-being.
Merck’s Mind Well Champions Network and Employee Business Resource Groups bolster mental health efforts by creating opportunities for colleagues to learn, share information and network. Larson says these groups also provide leaders with valuable feedback about benefit utilization.
Build Culture
Putting oneself in the position of someone trying to understand what employee programs are available can be illuminating, Larson says. Merck made this information more accessible by simplifying online navigation with a “journey map” that organizes resources around an employee’s specific health or wellness needs.
Lead With Empathy
“Our purpose to save and improve lives depends on the talent of our people … but also their passion, their commitment and their ability to show up as their best selves every day.”
At global biopharmaceutical company Merck, leaders place a strong emphasis on the well-being of their 75,000 employees. The company approaches employee well-being — which includes physical, financial, social and mental health — with the belief that it can drive business performance by making its workforce more resilient, engaged and productive.
“In order to care for the patients and customers we serve, we first need to take care of our own people and their families, who make what we do possible,” says Merck’s Betty Larson. That means continuously improving employee access to mental healthcare and fostering a supportive culture for teams in more than 75 countries, she says. “We have to understand and be willing to adjust our tactics to encourage people to speak up, ask for help and engage with the benefits we provide.”
When Merck recognized that its traditional Employee Assistance Program (EAP) was underutilized, the company replaced it with a more innovative approach to providing mental well-being support. Merck partnered with a mental health provider that offers concierge-level service with fast access to high-quality care, including 24/7 crisis counselors and self-help resources. This partnership has expanded to provide on-site counseling at select facilities as well as presentations and workshops for additional support.
In addition to providing access to care, Larson says the company encourages employees to recognize and respond when peers need help. To achieve this, they offer Mental Health First Aid Certification programs for managers and employees as well as a mental health training module available on demand through the company’s learning portal.
Merck has scored the platinum badge in the Association’s scorecard for the last three years. Larson says the scorecard’s data-driven lens is essential for identifying the impact of Merck’s programs and planning future efforts. “We take inspiration and learn from others as we participate in this process,” she says.
“That’s a really high percentage of engagement for any employee benefit,” Shishko says. “Clearly, it’s working for them.”
Since the launch of Merck’s new mental health provider about a year ago, usage among U.S. employees tripled; globally, usage doubled within the first six months. “We’re starting to see good signs that people are valuing what we offer, and it’s having an impact,” Larson says.
Browse More Workforce Well-Being Standouts
Below, the American Heart Association is recognizing companies that completed the Well-being Works Better Scorecard in 2024 and 2025.
