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TANYA E. MOORE

As Chief People Officer, Tanya drives initiatives that empower West Monroe’s employees and foster a high-performing, supportive culture. Tanya partners with leadership to develop the next generation of leaders, ensuring our people are fulfilled and our employee experience remains a key differentiator. Before joining West Monroe in 2023, Tanya was Chief People Officer at M.C. Dean and spent two decades with IBM, where she led award-winning programs that shaped the company’s transformation. She holds an MBA in organizational development from the College of William and Mary. Outside of work, she serves on several advisory boards, including The Conference Board’s CHRO Council, the William and Mary Consulting Board of Directors, and the She-Suite Board of Advisors. She is also a sought-after speaker on topics such as workforce transformation, the evolving role of HR, and leveraging AI to advance people and organizational transformation.

Key Takeaways

1. Senior Candidates Should Run a Due Diligence Process, Not Just an Interview

Tanya's 18-interview process wasn't excessive — it was intelligence gathering. She was evaluating CEO relationship dynamics, board influence, team readiness, and organizational appetite for change. Candidates at any level should approach interviews as a two-way assessment.

2. Know What You're Actually Looking For Before You Start

As Tanya put it: smart, kind, humble people. Work she enjoys. Some fun. The clearer you are about your non-negotiables before you start a job search, the better your decision-making will be when offers come in.

3. Employee Ownership Changes the Employment Relationship

With 74% of West Monroe employees holding equity in the company, the ownership mindset isn't a metaphor — it's structural. This is a genuine differentiator in total rewards and shapes how employees engage with the business and with clients.

4. Benefits Signal Culture, Not Just Compensation

Tanya's view: the specific benefits matter less than what they reveal about a company's values. Organizations that invest in comprehensive, thoughtful benefits are signaling that they see employees as whole people — and that signal is what candidates are actually responding to.

5. COVID Permanently Raised the Floor on Benefits Expectations

The pandemic gave people permission to stop and ask what actually matters. Flexibility, mental health support, and personalized benefits have moved from nice-to-have to expected — and companies that haven't caught up are losing candidates to those that have.

6. Open Roles Are a Hidden Employee Retention Risk

Every unfilled position means someone else on the team is absorbing that work. The longer a role stays open, the more likely you are to lose another employee as a result. Time to fill is a culture and retention metric, not just a talent acquisition metric.

7. AI in Recruiting Should Eliminate Low-Value Steps, Not Human Connection

West Monroe's approach to AI was surgical: identify every step in the recruiting process where technology could add value, and use it there — so recruiters can spend more time on the high- touch, high-judgment work that actually moves candidates. Automated scheduling and AI- assisted interview feedback are the easy wins.

8. Feedback Loops Are the Biggest Bottleneck in Consulting Firm Hiring

Getting busy managers to interview isn't the hard part — it's getting their structured feedback afterward. Tools like BrightHire that record interviews (with consent) and auto-generate notes and scoring against the job description are solving a real, expensive problem.

9. Burnout Needs Programmatic Solutions, Not Just Resources

Pointing employees to an EAP or mental health benefit isn't enough when burnout is systemic. West Monroe is exploring more cu...