Integrating Operations in Mergers and Acquisitions


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Mergers and Acquisitions

A respected presence in the human resources sphere, Tanya Taupier engages with Aetna in Connecticut as vice president. Among Tanya Taupier’s competencies is the complex process of integrating disparate workforces and corporate cultures following mergers and acquisitions.

Integrating an acquired business begins with taking a close look at the unique objectives of the acquisition itself. In cases where competencies are closely aligned, compliance and functional issues may take precedence, with a focus on retraining all employees of the merged entity to support existing procedures. Accelerating value-creating activities through building momentum within an already well-defined system is the priority.

In situations involving emerging and disruptive technologies, the value presented by the merger may involve harnessing differing entrepreneurial thinking and innovation capacities. In these cases, processes and corporate culture dynamics that have been essential to success in the acquired company may be preserved until key development milestones have been cleared. A key to successful integration is continually monitoring processes within integrated entities, and ensuring an optimal mix of autonomy and workforce integration.


The Importance of Chemistry in Executive Coaching Relationships


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Executive Coaching

As vice president of human resources at Aetna in Hartford, Connecticut, Tanya Taupier maintains responsibility for delivering effective leadership development and coaching programs. Tanya Taupier focuses on creating programs that align with the expectations of Aetna leaders while driving the organization’s success. One of the most important aspects of an effective coaching relationship is the chemistry between mentor and mentee.

When executives and their coaches do not have good chemistry, they may butt heads so much that no one benefits from the encounters, meaning that each meeting is an unproductive use of time and resources. Executives should have respect for their coaches and ideally will resonate with their general philosophies and approaches to work. To determine compatibility, potential coaches and executives should have a preliminary meeting.

In advance of these meetings, both parties should understand that compatibility and chemistry are not equivalent to comfort. When both parties share too much in common, there may be little productive work that the two can do together. Individuals grow when they are allowed and encouraged to venture out of their comfort zones, but they need to do so in a safe environment. Good personal chemistry provides such an environment by enabling the development of trust and respect.

Finding the Balance between Cultural Fit and Office Diversity


Tanya Taupier

Tanya Taupier

An experienced human capital professional, Tanya Taupier serves as vice president of human resources at Aetna in Hartford, Connecticut. One of Tanya Taupier’s focuses in this position is on developing the optimal corporate culture at Aetna. Often, cultural fit becomes an essential part of the interview and hiring process, but it is important to balance this natural impulse with the need for workplace diversity.

When recruiters emphasize culture too much, they may end up only bringing in people who reflect the existing culture. This approach can lead to homogeneity in the workplace and ultimately weaken performance, since it can also create pressure for existing employees to fit in with everyone else. When this happens, creativity and innovation are stifled.

Companies tend to drive diversity and inclusion when their hiring processes look more at concrete values rather than the more vague notions of culture. People with values that align with those of the company will help develop culture in a more inclusive manner.

In addition, companies can balance the need for cultural fit and diversity by ensuring that the hiring managers, recruiters, and other involved employees represent different groups. Not only does a diverse hiring team drive efficiency, it also helps generate a more inclusive environment.

Healthagen – System Procedures


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As a human resources professional with more than 20 years of experience in the industry for companies like UnitedHealth Group and ABB, Incorporated, Tanya Taupier has received a great deal of training in human resource programs and procedures. As human resources partner with Aetna, Tanya Taupier has also worked with internal clients such as Healthagen.

Designed to help provide advisory services and help overcome challenges encountered by biotech and pharmaceutical companies, Healthagen is a partner with Aetna to give more immediate access and response to health claims data. Healthagen is able to provide data such as provider engagement, population health, and analytics that can help Aetna make more informed provider decisions.

Healthagen uses a systematic approach that includes defining the scope of the population affected in a particular data field, along with setting program fundamentals to be validated and conducting research based on the parameters given. This systematic approach gives Healthagen the needed information on the study group and allows for modification of parameters if more information is needed.

Coach U’s CEP Provides a Foundational Coaching Education

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Coach U’s CEP

Tanya Taupier, the vice president of human resources at Aetna, holds a bachelor’s in human resources management from Western New England University. To supplement her formal education and two decades of experience, Tanya Taupier has also completed the Advanced Coaching Program and Core Essentials Program through Coach U.

Since 1992, Coach U has been providing numerous coach training services and programs, including its Core Essentials Program (CEP). This 77-hour program is the first part of the International Coach Federation’s (ICF) Accredited Coach Training Program track (ACTP), and is designed to help individuals develop their foundational coaching skills and competencies. Individuals who wish to blend Coach U styles with other training programs, communicate with others more effectively, or offer more professional coaching services to clients can all benefit from completing Coach U’s CEP.

CEP is available as a self-paced, home-based program through TeleClass or as an accelerated face-to-face program. Regardless of the format selected, professionals who enroll learn about everything from critical coaching models and popular coaching myths to Coach U’s nine guiding principles. Participants are also taught about marketing themselves in both internal and external settings and finding their first as well as new clients. This information is largely provided through the program’s core courses, and individuals can further tailor their experience to fit their needs through CEP electives.

Once they enroll in CEP, individuals have 15 months to complete the program. Upon its completion, individuals can take Coach U’s Advanced Coaching Program (ACP) or Advanced Corporate Coaching Program (ACCP) to further expand their knowledge.

Forms of Executive Compensation

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Executive Compensation

A resident of Connecticut, Tanya Taupier has over a decade of experience in human resources and business strategy. Currently vice president of human resources at Aetna, Tanya Taupier has expertise in areas that range from leadership development and talent metrics to executive compensation and evaluation.

Often approved by a board of directors, executive compensation refers to the financial package provided to leadership staff within an organization. Executive compensation typically prioritizes retention of high performers and includes incentives to promote achievement.

Components of executive compensation include the pay package, such as salary, as well as equity payments, performance bonuses, and vesting timeframes. In terms of the pay package, there are several different forms that can be implemented. Cash compensation is the most common. However, options grants, deferred compensation, long-term incentives, and retirement packages are also used to maximize tax benefits. In addition, a variety of executive perks such as first-class transportation can be implemented.

Strategic Talent Metrics

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Talent Metrics

Tanya Taupier holds the title of vice president of human resources at Aetna, a health insurance firm in Hartford, Connecticut. A certified Project Management Professional, Tanya Taupier has developed human resource procedures and talent metrics to maximize leadership development and identify underperformers.

Talent metrics, also known as human resource metrics, are measures that help to evaluate human resources and employee performance. It is important that performance measures are aligned with an organization’s strategic goals, such as revenue or sales, to ensure consistency across business units and get the attention of executive leadership staff. Some examples of measurable talent metrics that are strategically aligned include:

New hire performance, retention, and failure rates, which can be measured with established metrics such as terminations, sales, or customer service data.

Measurements at the employee level, such as revenue or job applications per employee.

Vacancy impact on revenues, which measures the number of days a position is vacant and its impact on financials.

Productivity surveys and assessments.

Changes in knowledge and skill gaps that are present within an organization.