Skip to content

Humber’s Employee Well-Being and Engagement Framework

In 2020, the People(s) & Culture team conducted a survey across Humber to gather employee votes on the employee well-being and engagement dimensions and drivers that they wanted to see embedded at Humber. The results were used to develop the Employee Well-Being and Engagement Framework, which helps shape policies and programs to fulfill employee-related commitments on the Healthy and Inclusive Campus mandate.

  1. We shared some suggested leading practice employee well-being and engagement dimensions and drivers.
  2. You voted on which dimensions and drivers were meaningful to you through the Employee Well-being and Engagement Survey.
  3. The list of dimensions and drivers was refined based on your votes.
  4. The survey results were shared and the defined Humber Employee Well-being and Engagement Framework was built from your feedback, as seen on this page.

Humber’s Employee Well-Being and Engagement Framework

Personal well-being habits lead to an alignment of mind and body and result in increased engagement and happiness in the workplace. Wellness is the key dimension of this well-being group.

Work-Life Balance
The balance that employees need between time allocated for work and other aspects of life. Areas of life other than work can include personal interests, family and social time, or leisure activities.

Mental Resilience
Building the ability to adapt well in the face of adversity, trauma, tragedy, threats or significant sources of stress — such as family and relationship problems, serious health problems, or workplace and financial stressors.

Includes aspects of the working life and relationships that support employees to be productive, demonstrate ability and perform at the peak of their capabilities. Personal effectiveness and Meaningful work are the key dimensions of this group.

Growth & Development
Opportunities for growth and development that allow employees to build skills and competencies.

Inspire & Motivate
Leaders demonstrate behaviours that foster feelings of trust, confidence and commitment in employees, which in turn inspire them to excel at work.

Quality of Work
Employees derive value and satisfaction from the visibility and meaningfulness of the work.

Managers demonstrate confidence by giving employees flexibility – they are trusted to use their expertise, make decisions and deliver high-quality results.

Purpose & Direction
Employees are provided clear direction, guidance and support to succeed and can clearly see the value their work brings to the organization.

Social and Environmental wellness inspires us to live a lifestyle that is respectful of the people around us and our surroundings. Relationships and Social commitments are the key dimensions of this group.

Building Trust
Creating an environment where there is mutual trust and support to take calculated risks. Employees know they are supported and in turn demonstrate and contribute to a culture of honesty and transparency.

Sense of Belonging
Employees feel included in the workplace allowing them to bring their authentic selves to work. They are accepted and included. They demonstrate a sense of family.

Positive and Supportive Work Environment
All employees demonstrate sensitivity to differences and a commitment to the principles of equity, diversity and inclusion. Employees feel comfortable being themselves and can confidently be a member of a team.

Two-way Communication
The employee’s sense that leadership is transparent and honest about the business and about themselves. Employees feel their leaders are being “real” with them.

The organization’s ability to promote and maintain programs and approaches that secure the various aspects of employee well-being, promote a positive employee experience while working towards the organization’s strategic goals. Employee experience and Organizational commitments are the key dimensions of this group.

Equity, Diversity & Inclusion
Equity, diversity, inclusion are key values in building and sustaining campus environments where we can all thrive and be well. This includes creating the best possible environment for everyone to live, work, learn and build a stronger sense of belonging and connection.

Fairness & Equity
Refers to the ongoing intentional and systemic approach to remove historic and current barriers for equity-seeking groups. Humber applies specific programs, policies and practices to support fair and just outcomes.

Our behaviours provide the foundation for a healthy culture at Humber, fostering a positive working environment and defining who we are as an organization. Equity, diversity and inclusion and Culture are key dimensions of this group.

Supportive Leadership
Leaders and managers support employees so that they are empowered to learn, grow and perform at their best.

Organizational Culture
The underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization.


Personal Well-being: 

• Remote Working Policy

• Employee Assistance Program (EAP) through LifeWorks (Humber’s EAP provider)

• Health & well-being resources offered online through LifeWorks:

Work Well-being: 

• Employee professional development offered through training workshops, LinkedIn Learning, and the annual Support Staff Professional Development Event

• Tuition assistance available for professional learning through the Tuition Assistance Program (TAP), the Graduate Assistance Program (GAP), and $20 Humber and University of Guelph-Humber courses

• Employee recognition through the President’s Awards, Career Milestones Program, and Retirees’ Recognition

Environmental & Social Well-being: 

• Employee Resource Groups (ERGs): Black/African Employee Resource Group and 2SLGBTQ+ Employee Resource Group

Organizational Well-being: 

• Human Rights, Equity & Diversity Training and Dialogues

Cultural Well-being: 

• President’s Breakfast, President’s BBQ, Annual Employee & Children’s Holiday Party

The Organizational Effectiveness team has taken an inventory of all employee programs, initiatives and resources to ensure they support the Employee Well-being & Engagement Framework​. Next, we will be identifying gaps and developing additional programs, initiatives and resources to support the EWE drivers.