How to Attract Top Generation Z Talent


Tanya Taupier

Tanya Taupier

Tanya Taupier has amassed a wealth of experience guiding the human resources teams of companies such as UnitedHealth Group. Now the vice president of human resources at Aetna in Hartford, Connecticut, Tanya Taupier supervises various aspects of employment for the insurance company.

The first batch of Generation Z (people born between 1995 and 2010) is now graduating college and entering the workforce. However, many employers may not be positioned to attract the top talent from this generation.

A recent survey by the World’s Most Attractive Employers polled 300,000 students around the globe to find what they wanted and what was important to them post-graduation. What researchers found was interesting:

33 percent of Gen Z fear they won’t get a job that allows them to grow professionally, and only 38 percent believe college is adequately preparing them to join the workforce. Employers offering continued learning opportunities such as tuition repayment and on-the-job training are better positioned to attract talent from this young pool.

50 percent of Gen Z are interested in starting their own companies. However, they are also attracted to stability. This means many will first enter the workforce and later start their own businesses. Employers who offer startup school programs or intrapreneur workshops will be very attractive to this group.

83 percent of Gen Z are open to being contacted by companies through social media. Companies that digitize their recruitment efforts are better placed to attract top young talent.


What Is Talent Bench Strength, and How Can Your Company Build It?


Talent Bench Strength pic

Talent Bench Strength

Human resources executive Tanya Taupier has worked with Aetna for more than six years, first as executive director and now as vice president of human resources. In her current role, Tanya Taupier provides support to Aetna’s senior leaders on a wide range of talent management practices, including building talent bench strength.

An analogy from the world of sports, “bench strength” refers not only to the talent of a team’s (or a company’s) leading players, but also to the quality of the people on the sidelines. The idea is that by having plenty of top talent “on the bench,” a team (or a company) will be well equipped to react and adapt to change and adversity, like the star quarterback getting injured (or the CEO suddenly leaving for a new position).

Given that bench strength is what helps companies go the distance and remain viable over the long term, it’s important that organizations of all sizes know what to do to build their bench. Strategies include:

Hire for cultural fit. Too many companies focus only on skills when hiring, and ignore the all-important question of cultural fit. The fact is that employees can always be taught new skills, but it’s much harder to mold their personality and values to better match the company.

Encourage distributed decision-making. One of the best ways to ensure that bench talent will be ready to move up the ladder when necessary is to build a workplace model of distributed decision-making. Not only does this help the organization scale more quickly because information is flowing more freely, but employees will already be accustomed to making and taking ownership of difficult decisions before stepping into leadership positions.

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.

Coach U’s CEP Provides a Foundational Coaching Education

Coach U’s CEP pic

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.