Humana’s aim is to deliver high quality to customers and clients and our care is provided by skilled and dedicated employees. In order to attract the best employees, attractiveness as an employer is crucial. Humana wants to be the first choice for anyone who works in care and strives to offer all employees a good working environment, strong leadership and career development opportunities.

Humana's employees

Those who work in the care profession make a real difference for others, every day. Humana has more than 16,000 employees. The most common occupational categories are personal assistant, treatment assistant and nursing assistant. Other categories are nurses, psychologists and psychotherapists. Altogether, Humana has a very broad and in-depth knowledge of care. Contributing and growing both professionally and individually are what employees appreciate most about Humana.

The care industry has a bright future, and Humana as well as the entire industry are in urgent need of new employees. That is why recruitment is central to our continuing to be a successful quality care provider. Humana's ambition is to be the preferred choice for those who wish to pursue a career in care and help other people have a good life. Each year, more and more people apply for jobs at Humana. In 2020 the Group received 97,600 job applications. This is 4,800 more than in 2019 and a 37 percent increase since 2017. Humana also initiated a partnership with Nordic Choice Hotels, Elite Hotels and SAS to offer job opportunities to people in service positions who lost their jobs due to the pandemic.

Equality, diversity and inclusion

Equality, diversity and inclusion are important factors if a company is to remain sustainable in the long term. Humana works actively with these areas in all operations and processes.

When recruiting managers, the company makes sure there are candidates of different genders in the final phase. At the end of the year, 65 percent of Humana’s senior managers were women. In all, 71 percent of Humana’s employees are women, and 29 percent are men. The goal is to attract more men to areas dominated by women. Humana’s gender equality efforts have attracted attention externally since we were named the stock market’s most gender-balanced company by AllBright in 2017 and 2018 and were one of three finalists in 2020.

When it comes to diversity, Humana aims for at least 20 percent of our managers to have an international background. International background is defined as being born outside the Nordics, having at least one parent who was born outside the Nordics or having lived outside the home country for more than three years. At present, 20 percent of employees in Group management have an international background. We estimate that about one-third of all employees were born outside the Nordics or have parents that come from outside the Nordics.

Humana works actively to counteract harassment, workplace bullying and discri­mination. Humana sees equal treatment as ­normal practice and believes that nobody should be discriminated against or harassed. Humana’s Code of Conduct is included in the obligatory introduction for new employees and in every employment contract. The efforts to be a more open and inclusive employer also include a collaboration with the Swedish Federation for LGBTQI Rights (RFSL). Parts of the Individual & Family operations have LGBTQI certification.

Professional development

Through the Humana Academy learning ­portal, employees have access to quality-assured professional development in areas such as the work environment, customer inter­action, quality, leadership and legislation. Around 100 of the courses are web-based and can be taken according to need and individual planning. In addition, instructor-led courses are offered for specific subject areas and roles. All digital courses are available to all employees. In 2020, 19,561 courses were completed, many digitally.

For employees to develop professionally, Humana also promotes internal mobility, both within and between business areas and countries. By encouraging development and offering exciting career paths, we can retain competent employees for a long time.

Work environment

Humana takes systematic steps to offer a secure and pleasant work environment. These efforts are based on the Group’s occupational health and safety policy and are handled within the respective operations.

Our various workplaces are associated with different occupational health and safety risks. Some of us work in one of Humana’s hundreds of units, while Humana’s personal assistants mostly have our 1,900 assistance customers’ homes as their workplace. In employee surveys, the work environment emerges as most important to the assistants’ job satisfaction.

Work safety is part of the introductory training for all employees. Additional professional development in the form of qualified training is provided regularly through the Humana Academy. In all business areas, there are special procedures for risk assessment and risk management. Lastly, our active and structured work with core values contributes to enhancing the work environment, among other things with the help of our core value leaders and by featuring Humana’s values as a standing item on the agenda of workplace meetings. In addition to the physical work environment, we focus on the social dimension by prioritising a good atmosphere and cooperation.

During the year, short-term sick leave totalled 4.1 percent and long-term sick leave totalled 2.0 percent (excluding ­Finland). Total sick leave, including Finland, was 7.0 percent in 2020. The increase in short-term sick leave in 2020 is primarily linked to the pandemic. Humana’s employees have a lower rate of long-term sick leave than those in the public sector. This not only benefits the employees, it also benefits customers and clients, the company’s productivity and profitability, and taxpayers.


Good managers who can lead both people and operations are highly significant to employee job satisfaction and conditions for doing a good job.

In 2020, Humana continued to invest in leadership, mostly through the 'Leadership Lift'. The 'Leadership Lift' was started in 2019 to further boost leadership. The focus is on attracting and recruiting leaders, motivating, monitoring, developing and retaining the best leaders as well as supporting managers in their daily work.

The 'Leadership Lift' includes a Group-wide leadership programme, a web-based manager school, a mentor programme and an introduction for new managers. The leadership programme is a long-term initiative aimed at equipping Humana’s managers to deliver on the company’s targets, strengthening unity in the Group, securing leadership succession, encouraging managers to stay with the company longer and, not least, providing good conditions for all employees. The leadership programme consists of four modules that run for 9–12 months. The focus is on the attributes that are part of Humana’s leader profile: self-awareness, communication, relationship building, results orientation, business acumen and customer focus. During the year, the programme was digitalised and new subjects were added like leadership at a distance, sustainable leadership during a crisis, and the mental and physical work environment during a crisis.

Humana’s employees continue to give our leaders high marks – the leadership index for the year was 78. It is gratifying, but we are not resting on our laurels. We are striving further to strengthen both leadership and employee appreciation.