Aetna Case

7200 Words29 Pages



Aetna: Investing in Diversity Case
By Wayne Cascio, Ph.D.


Wayne Cascio, Ph.D.

SHRM project contributor:

Nancy A. Woolever, SPHR

Copy editing:

Katya Scanlan, copy editor


Blair Wright, senior graphic designer

© 2009 Society for Human Resource Management. Wayne Cascio, Ph.D.
Development of this case was made possible by a grant from the Society for Human Resource Management and the National Academy of Human Resources. All of the characters in the case are fictitious. Information presented was current as of the time the case was written. Any errors are solely the author’s.
Note to HR faculty and instructors: SHRM cases and modules are
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“In the past, diversity was an employee relations issue, largely around race and gender. This was the traditional first-order view of diversity, born out of compliance and human resources. We have learned that diversity comes in many different shapes and flavors, and we have an obligation to recognize the many different ways people present to us. The beauty of diversity is the differing perspectives everybody brings to the table. Those perspectives enrich the dialog, and that, in turn, promotes better decision-making.”1 As he ponders the best way to proceed, Raymond considers the information he has collected.
Aetna is one of the nation’s leading diversified health care benefits companies serving approximately 37.2 million people (17.5 million medical members, 14.2 million dental members and 10.9 million pharmacy members, some of whom fall into more than one category).2 Aetna offers a broad range of traditional and consumer-directed health insurance products and related services, including medical, pharmacy, dental, behavioral health, group life and disability plans, and medicalmanagement capabilities and health care management services for Medicaid plans.
Aetna customers include employer groups, individuals, college students, part-time and hourly workers, health plans, governmental units, government-sponsored plans, labor groups and expatriates.
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