WELCOME A Guide for New TO CVS Health Executives · PDF fileA checklist of the on-boarding...
Transcript of WELCOME A Guide for New TO CVS Health Executives · PDF fileA checklist of the on-boarding...
WELCOME
TO CVS
Health
At CVS Health,
our culture is
shaped by the
Customers we
serve; by the
efforts of our
more than
200,000
talented,
dedicated
Colleagues; and
by the
Contributions we
make to the
thousands of
communities we
serve across the
country every day.
A Guide for New Executives
Successful Transitions at CVS Health
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Updated 9/23/14
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Executive Summary
At CVS Health, executive on-boarding is based on four foundational areas: cultural
adaptation, building relationships, expectations alignment, and personal development.
Research and best practices consistently identify these four areas as essential for
contributing to the success of a new executive.
This guide, along with the parallel versions for Hiring Leaders and HRBPs (Human Resources
Business Partners), includes:
A definition of executive on-boarding
Identification of the four foundational areas on which executive-level on-boarding
rests
The roles and responsibilities of those who are involved in executive on-boarding
Detailed descriptions of key executive-level on-boarding activity
Suggested timing for each activity
Resource to support you in each activity
A checklist of the on-boarding activities
Supporting materials or tools for select executive on-boarding activities
About Using this Guide
Within this guide you will find information about executive on-boarding, detailed
information about each on-boarding activity, and a checklist to help you schedule, plan,
and/or execute on-boarding activities. In the Appendix you will find tools you might use to
facilitate completion of on-boarding activities. In addition, the appendix contains some
general information including names and titles of key leaders, the CVS Health senior leader
competency model, and notes about accessing on-line resources.
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Table of Contents
About Executive On-boarding at CVS Health ............................................................................ 3
What is On-boarding? ........................................................................................................... 3
Who Needs On-boarding? .................................................................................................... 3
The Benefits of On-boarding to the New Executive ............................................................. 4
Roles & Responsibilities - Who is Involved in On-boarding? ................................................ 5
On-boarding: Before You Begin ................................................................................................ 6
On-boarding: the First 30 Days ................................................................................................. 7
On-boarding: After the First Month ........................................................................................ 10
The CVS Health Purpose, Strategy, & Values .......................................................................... 12
On-boarding Summary – Checklist ......................................................................................... 13
Appendix ................................................................................................................................. 15
Key Conversation #1 Leader Cadence ................................................................................. 16
Key Conversation #2 Company and Department Strategy ................................................. 17
Key Conversation #3 Clarify Personal Goals and Expectations ........................................... 19
Key Conversation #4 HR Processes ..................................................................................... 21
Meeting with Key Stakeholders .......................................................................................... 22
CVS Health On-line Resources ............................................................................................ 23
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About Executive On-boarding at CVS Health
What is On-boarding?
At CVS Health, we believe there are four foundational areas on which a new executive
should focus in order to successfully transition into the organization.
Cultural Adaptation Gaining knowledge of the company and industry
Adapting to and working within the organizational culture
Building Relationships Forming a network and building relationships with key stakeholders
Building relationships with direct reports
Expectations Alignment Gaining clarification of expectations
Establishing clear priorities for the next 3, 6, and 12 months
Personal Development Gathering feedback
Creating and acting on an individual development plan
Who Needs On-boarding?
On-boarding is an important factor for success for all new executives. This includes both
external hires who are new to CVS Health, internal hires who are continuing in the same
business segment, and internal hires who are moving to a new business segment (e.g.,
moving from a role within Retail to one within Shared Services or the PBM).
According to the Corporate Leadership Council, there are six derailers for new
executives:
1. Failure to establish key connections and partnerships 2. Lack of political savvy or support to effectively navigate through the
organization 3. Failure to establish cultural fit 4. Confusion about role expectations 5. Lack of feedback and coaching 6. Ineffective people management/team building skills
- How to Help Leaders Succeed: A Guide to Successful Executive Career Transitions
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The Benefits of On-boarding to the New Executive
Cultural Adaptation Taking the time to accurately learn and appreciate the
culture of CVS Health is foundational for success. New
executives who are knowledgeable about the industry
and the company, understand the informal
organizational culture and norms, are observant of
behaviors that are and are not acceptable, ask questions
about “how work gets done,” and then adapt their own
behaviors and style will more easily make the transition
into their new role. Additionally, it is the responsibility of
the Hiring Leader and the HRBP to help the new
executive recognize and understand the informal culture
in which he or she must operate.
Building Relationships Establishing credibility, forming a network, and building
strong partnerships are imperative for success at the
executive level. It is the responsibility of both the new
executive and the Hiring Leader to identify key people
within the organization, provide opportunities for
positive interaction, ensure understanding of
relationships, and build the credibility of the new
executive.
Expectations Alignment The executive search, interview, and selection process
can sometimes be difficult and lengthy. During this
process, a job candidate speaks to several leaders within the organization, each with a
slightly different perspective on the position being filled. And, during this process the job
candidate will form an understanding of expectations for the role. As a result, it is important
to ensure clarity and alignment of expectations. This alignment should take place
continuously throughout a new executive’s first 12 months in his or her new role.
Personal Development Receiving feedback early and often will allow you to be successful Receipt of candid
feedback ensures that ineffective behaviors and patterns do not become entrenched. In
addition, by leveraging much of the feedback and information gathered during recruiting
and early on-boarding, the HRBP and Hiring Leader can set the new executive on the right
path for success.
“Your first few weeks
should include a
listening tour, especially
with your own team.
Your emphasis should
be on learning, not
talking. Ask open-ended
questions such as ‘How
do you define success?’
and ‘What are your
concerns?’ This is your
opportunity to build
relationships.”
- Marilyn S. Nyman, The
Executive Onboarding
Challenge
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Roles & Responsibilities - Who is Involved in On-boarding?
Hiring Leader The Hiring Leader shares responsibility for on-boarding. This includes working with the HRBP
(Human Resources Business Partner) to ensure all on-boarding activities and experiences are
scheduled and/or planned, as well as executing manager-specific portions of the on-
boarding strategy.
HRBP The HRBP is an important resource on which the Hiring Leader and new executive will rely
throughout the on-boarding process. The HRBP is accountable for ensuring proper planning
for the new executive’s first 12 months is taking place.
In addition, as a part of the on-boarding process the HRBP is responsible for providing and
reviewing key talent information, CVS Health’s HR strategy, CVS Health’s talent
management tools (e.g., Momentum, compensation program), and an individual
development plan (IDP) for the new executive.
New Executive Each new leader at CVS Health is accountable for taking ownership of his/her own on-
boarding experience. This includes asking for any tools, information, experiences, or
resources not being readily provided; actively participating in any scheduled on-boarding
meetings or activities; and taking actions to broaden his/her network within CVS Health.
Peer Coach The Peer Coach is another leader at CVS Health on whom the new executive can rely for
active support. This volunteer should be identified prior to the new executive’s first day, and
acts as a resource who offers general advice, clear information, help in understanding the
culture and politics, assistance in building networks, guidance and encouragement, and
confidentiality.
In order to achieve Best-in-Class performance, on-
boarding must be owned by a number of parties,
not just HR. This includes the new hire, the hiring
manager, … and senior leadership.
-the Aberdeen Group
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On-boarding: Before You Begin Identified below are suggested activities to execute in advance of your first day on the job.
Call with Questions Call your HR Business Partner, Recruiter, or Hiring Leader so they may address any questions
you have. If you are unsure how to reach these resources, call CVS Health’s main number at
1-866-222-9438 and connect to the Talent Acquisition department.
Accountability: New Executive Impact: Cultural Adaptation
Company & Industry Research If you are new to CVS Health, spend some time learning as much as you can about the
company and the industry. Suggested resources include:
CVS Health Annual Reports
Competitor information
www.cvshealth.com
CVS Health Social Responsibility Report
You might also browse social networking sites to learn what some current topics of focus
are. After reviewing resources, create a list of questions to ask during your first 30 days.
Accountability: New Executive Impact: Cultural Adaptation
Prepare Yourself Prepare yourself for the process of transitioning into CVS Health and/or your new role.
Consider what you might ask as you meet new colleagues; focus on open-ended questions
that help you to listen and learn during your initial meetings. Read available research and
articles suggesting how to best acclimate to a new environment and culture. Some
suggested resource are:
The First 90 Days by Michael Watkins
Right from the Start by Kichale Watkins and Dan Ciampa
Accountability: New Executive Impact: Personal Development
Seasoned leaders forget their own transition activities because
they are so busy thinking and worrying about how to survive in
the new environment… Successful executives thoughtfully plan
for their transition.
- Mike Horne, Ph.D.
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On-boarding: the First 30 Days Identified below are suggested activities for your first 30 days on the job. Also identified,
where relevant, is the person who will support you in this activity.
Key Conversation #1 Leader Cadence (see Appendix) Establish how you and your new manager will work together. Specify such things as
frequency of meetings, preferred meeting formats (face-to-face, telephone, etc.), preferred
meeting structure, meeting templates, meeting objectives, and preferred methods and
styles of communication.
Resource: Hiring Leader Impact: Expectations Alignment
Key Conversation #2 Company and Department Strategy (see Appendix)
In order to be successful, it is essential that you gain a clear understanding of the strategic
vision, Blue Chips, and goals for CVS Health, your immediate department, and your
manager. In your first week on the job, meet with your new manager to review these topics.
Resource: Hiring Leader Impact: Cultural Adaptation
Key Conversation #3 Clarify Personal Goals and Expectations (see Appendix) During your first week, meet with your manager to discuss your understanding of your role,
the goals that need to be accomplished, and how you are expected to achieve those goals.
Ensure that your vision is consistent with your manager’s vision. Assuming you share a
common understanding of your role and expectations is strongly discouraged.
Resource: Hiring Leader Impact: Expectations Alignment
Key Conversation #4 HR Structure and Processes (see Appendix) This key conversation takes place between you and your HR Business Partner. This meeting
is your opportunity to gain a complete, clear understanding of how HR is structured and of
HR processes at CVS Health.
Resource: HRBP Impact: Cultural Adaptation
Key Stakeholder Review (see Appendix)
If it is not provided, request a list and review of key stakeholders with whom you should
meet during you first 30-60 days. In the review, discuss your relationship to each
stakeholder, background information about each stakeholder, the current role of each
stakeholder, where each stakeholder primarily works (i.e., city and building), and reporting
relationships for each stakeholder (i.e., organizational chart information).
Resource: Hiring Leader and HRBP Impact: Building Relationships
(Continued on the next page)
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On-boarding: the First 30 Days (Continued from previous page)
Review of Talent Profiles Begin by reviewing relevant competency models to ensure that your review of talent is
grounded in the CVS Health competencies. Then, have a dialogue with your Hiring Leader
and HRBP about each of your direct reports. Your HRBP can provide such information as
employment history, educational background, past performance review ratings, comments
in Momentum about past goals and achievement of those goals, competency and skill
assessments, IDP, career goals, risk assessment, 9-box placement, and any other relevant
performance or development information available
Resource: Hiring Leader and HRBP Impact Building Relationships
Building and Facilities Tour(s) Complete building and facilities tours for all relevant locations. This includes a tour of your
primary building, other buildings in which you will have meetings, and any relevant non-
corporate facilities (e.g., call centers, distribution centers, retail stores). During tours,
address any useful navigation or cultural information (e.g., office numbering conventions,
dress codes, how to reserve meeting space).
Resource: Hiring Leader; Executive or Administrative Asst. Impact: Cultural Adaptation
Demonstrations of Relevant Tools and Resources
If a list of relevant tools or resources with which you should become familiar has not been
identified for you, request that it is (e.g., my Life, Momentum, Ariba, shared drives, travel
tool, policies and procedures portal, SharePoint sites, LEARNet). Once identified, schedule
time with the appropriate person to provide training and answer questions about each tool.
Resource: Hiring Leader, Executive or Administrative Asst Impact: Cultural Adaptation
Direct Report Meetings
Schedule meetings with each Direct Report, and with each Direct Report’s team. In the
initial meeting, be prepared to ask open-ended questions, actively listen, and learn about
the colleague and about his or her perspective on business-related topics. You might discuss
the colleague’s past history, significant projects, and career goals. You might also discuss the
colleague’s perspective on his or her own role, your role, the strategy and goals of the
department and company, team dynamics, and how you can facilitate goal accomplishment.
After initial meetings, schedule regular one-on-one meetings and/or team meetings,
depending on the preferences of you and your team.
Accountability: New Executive Impact: Building Relationships
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On-boarding: the First 30 Days (Continued from previous page)
Compliance Training
As a healthcare company, all colleagues are required to complete compliance training.
Required compliance training will appear in the “My Alerts” section of LEARNet for all new
leaders. Additional compliance information can be found on My Life under Departments >
Compliance & Integrity > Department Overview > Policy & Procedure.
Resource: HRBP Impact: Cultural Adaptation,
Expectations Alignment
Optional LEARNet Training Optional training is recommended so that you may learn more about CVS Health. Courses to
complete might include: Business Overview – CVS Health (300015), Business Overview –
MinuteClinic (300030), Business Overview – PBM (300025), Business Overview – Medicare
Part D (300040), and Business Overview – Health Management (300035). All courses can be
found on LEARNet, the CVS Health Learning Management System (LMS).
Resource: HRBP, Executive or Administrative Asst Impact: Cultural Adaptation
Review of HR Strategy, Tools, and Processes Meet with your HRBP to review the overall CVS Health HR strategy and philosophy. This
review should include relevant processes and tools such as the talent review process, the
goal setting process, Momentum, GPS, compensation, the engagement survey, etc.
Resource: HRBP Impact: Cultural Adaptation
Review of “One Winning Culture” Concepts
Meet with your HRBP to review the “One Winning Culture” concepts, including why CVS
Health introduced them, when they were introduced, how they were introduced, what the
concepts are, and how they are applied every day. Ask your HRBP or manager to ensure you
are scheduled to attend an Unfreezing Session. Pre-work will be distributed when the
session is scheduled.
Resource: HRBP Impact: Cultural Adaptation
Recurring Meeting and Events Request to be included in all recurring meetings, events, workshops, etc. This might include
such things as regular department meetings, company Town Hall meetings, the annual
Marketing and Operations Conference, the Retail Manager Meeting, Client Forum, National
Sales Meeting, trade shows, and Senior Leadership Meetings.
Resource: Hiring Leader and HRBP Impact: Cultural Adaptation
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On-boarding: After the First Month Below are suggested on-boarding activities to take place after your first 30 days in your
position. Also identified, where relevant, is the person who will support you in this activity.
Review Near- and Long-term Goals At the end of 30 days, draft your goals in Momentum for the remainder of the calendar
year. Schedule a meeting to review these goals with your manager. Ensure they are aligned
with CVS Health strategy, consistent with your manager’s goals and expectations, and
realistic. Also discuss any goals that are assigned automatically (e.g., diversity and team
engagement). Gather feedback and make revisions until you have reached agreement on
final goals. Once complete, enter these goals into Momentum, as appropriate (as your HRBP
for Momentum support).
Resource: Hiring Leader Impact: Expectations Alignment
Review Employee Benefits Program CVS Health offers a comprehensive Benefits package with a variety of programs in which
you can choose to enroll. Schedule a call with Candace Jodice in Corporate Benefits to
review our employee benefit package and to discuss any questions you may have about the
various programs you are eligible to participate in. You will receive information at your
home address after approximately 45 days that describes the programs in detail and the
actions you should take to enroll. You can schedule this call anytime during your waiting
period for benefits (1st of the month following 90 days of service), but it would be most
effective if you schedule it after receiving the benefit information mailed to your home.
Resource: HRBP Impact: Cultural Adaptation
HRBP Meetings Based on your role and needs, schedule regular (monthly or quarterly) meetings with your
HRBP up through your first 12 months so that you may discuss any questions or other issues.
Topics to discuss might include developing your people strategy, development and
succession planning, engagement and engagement action planning, and workforce planning.
Resource: HRBP Impact: Cultural Adaptation
(Continued on the next page)
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On-boarding Planning: After the First Month (Continued from previous page)
Feedback Meetings with Manager If not already done, schedule regular meetings with your manager to discuss your
performance to date and to ensure you are progressing as expected. Areas to discuss
include acclimating to CVS Health culture, building a network, executing against goals,
managing direct reports, and evaluation against CVS Health leadership competencies and
CVS Health values. Schedule feedback meetings through the first year (e.g., at 1, 3, 6, and 12
months).
Resource: Hiring Leader Impact: Personal Development,
Expectations Alignment
Performance and Assessment Feedback
After you have been in your role for about 60-90 days, talk to your HRBP and Hiring Leader
about an informal performance review. They will work to gather feedback and any
information available from pre-hire assessments or other assessments. They will then
review this information with you and work to convert it into an individual development plan
(IDP), which you can then enter into Momentum.
Resource: Hiring Leader and HRBP Impact: Personal Development
Update Talent Profile in Momentum Enter your talent profile information into Momentum.
Resource: Hiring Leader Impact: Cultural Adaptation
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The CVS Health Purpose, Strategy, & Values
Our Values Defined
Innovation Demonstrating openness, curiosity, and creativity in the relentless
pursuit of delivering excellence.
Collaboration Sharing and partnering with people to explore and create things that
we could not do on our own.
Caring Treating people with respect and compassion so they feel valued and
appreciated.
Integrity Delivering on our promises. Doing what we say and what is right.
Accountability Taking personal ownership for our actions and results.
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On-boarding Summary – Checklist Use this checklist to track completion of suggested on-boarding activities.
On-boarding
Activity Reference
Page Supporting Resource(s)
Suggested Timing
Foundational Area
Call with Questions 6 866-222-9438 Pre-start date N/A
Company & Industry
Research
6 Internet,
publications
Pre-start date Cultural Adaptation
Prepare Yourself 6 Business books Pre-start date Cultural Adaptation,
Personal Development
Key Conversation #1 7, 16 Hiring Leader Week 1 Expectations Alignment
Key Conversation #2 7, 17 Hiring Leader Week 1 Cultural Adaptation
Key Conversation #3 7, 19 Hiring Leader Week 1 Expectations Alignment
Key Conversation #4 7, 21 HRBP Week 1 Cultural Adaptation
Key Stakeholder Review 7, 22 Hiring Leader,
HRBP
Day 1 Building Relationships
Review of Talent Profiles 8 Hiring Leader,
HRBP
Week 1 Building Relationships
Building & Facilities
Tour(s)
8 Hiring Leader,
Exec/Adm Asst
Week 1 & as
needed
Cultural Adaptation
Demonstrations 8 Hiring Leader,
Exec/Adm Asst
First 60 days &
as needed
Cultural Adaptation
Direct Report Meetings 8 N/A First 2 Weeks Relationship Building,
Cultural Adaptation,
Expectations Alignment
Compliance Training 9 HRBP First 30 days Cultural Adaptation,
Expectations Alignment
Optional LEARNet Training 9 HRBP, Exec/Adm
Asst
First 30 days Cultural Adaptation
Review of HR Strategy 9 HRBP First 30 days Cultural Adaptation
Review of Senn Delaney 9 HRBP Week 1 Cultural Adaptation
Recurring Meetings &
Events
9 Hiring Leader Week 1 Cultural Adaptation
Review Near- and L ong-
term Goals
10 Hiring Leader 30 days Expectations Alignment
Review Employee Benefits
Program
10 HRBP, Corporate
Benefits
45 days Cultural Adaptation
(Continued on next page)
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On-boarding Summary – Checklist (Continued from previous page)
On-boarding
Activity Reference
Page Supporting Resource(s)
Suggested Timing
Foundational Area
HRBP Meetings 10 HRBP Monthly or
Quarterly
Cultural Adaptation
Feedback Meetings with
Manager
11 Hiring Leader 30, 90, 180, &
360 days
Personal
Development,
Expectations
Alignment
Performance and
Assessment Feedback
11 HRBP, Hiring
Leader
60-90 days Personal
Development
Update Talent Profile 11 Hiring Leader 30-120 days Personal
Development
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Appendix
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Key Conversation #1 Leader Cadence
Establish how you and your manager will interact and work together on an on-going basis.
Specify such things as frequency of meetings, preferred meeting formats (face-to-face,
telephone, etc.), preferred meeting structure, meeting templates, meeting objectives, and
preferred methods and styles of communication.
Suggested Topics and Talking Points
Discuss your preferences for interacting
Who will schedule meetings?
How frequently will you meet? Should these meetings be viewed as fixed, or can they be moved as other priorities arise?
How will the meetings be structured? Is there a set agenda? What are meeting objectives?
Will meetings be one-on-one or team meetings?
What should I bring to meetings to be prepared? What else should I do to be prepared?
Are there any templates you prefer I use?
Your Own Talking Points and Notes
Discuss preferred methods and styles of communication
Share your preferences (e.g., email vs. phone vs. face-to-face)
Ask for your manager’s preference; discuss any differences and come to agreement
Share your preferences for communication styles (e.g., summaries, bullet points, casual, formal)
If your styles differ, discuss and determine how you can be comfortable working together
Your Own Talking Points and Notes
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Key Conversation #2 Company and Department Strategy
In order to be successful, it is essential to have a clear understanding of the strategic
priorities and Blue Chips for the company. In your first week on the job, meet with your
Hiring Leader to review these topics.
Suggested Topics and Talking Points
“Blue Chips” at CVS Health
What are the current priorities?
What are the current Blue Chips?
How have they changed from past years’ priorities?
What are some current issues or hot topics within CVS Health (e.g., analyst calls for CVS and Caremark to split; recent acquisitions)? What is CVS Health’s stance on these?
What are the Corporate imperatives and PBM and Retail goals for the current calendar year?
Your Own Talking Points and Notes
Past Major Initiatives
What are some past initiatives, projects, or processes that were implemented that you consider to be significant? o When was it implemented? o Why was it implemented? o How does it work? o Is it considered a success today? What is the status today?
Are there any initiatives I should be aware of that were significant for other parts of the organization?
Your Own Talking Points and Notes
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Suggested Topics and Talking Points
Strategic Vision for the Department or Business Unit
What are your leader’s priorities and goals for the remainder of the year? For longer-term?
How do these align with the company’s Blue Chips?
What is currently underway to achieve those goals?
How will I support those goals and priorities
If any, what are the significant or obvious hurdles I should expect to face in achieving those goals?
Your Own Talking Points and Notes
Purpose, Strategy, Values
What are the CVS Health Purpose, Strategy, and Values?
What do these mean for this team/department? Will I be evaluated against these?
Your Own Talking Points and Notes
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Key Conversation #3 Clarify Personal Goals and Expectations
The purpose of this conversation is to ensure that your vision for your role is consistent with
your manager’s vision.
Suggested Topics and Talking Points
Ask your manager to review his or her vision for and description of your position
Be prepared to discuss how this is similar to or different from your own perception of the position
Your Own Talking Points and Notes
What specific goals you would like me to accomplish?
What needs to be accomplished in the short-term and mid-term?
What does success look like to you?
How will my performance be measured?
Your Own Talking Points and Notes
(Continued on the next page)
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Suggested Topics and Talking Points
Discuss your manager’s perspective
What do you value in a colleague?
What challenges are ahead for the team, department, and/or the organization?
How do you view success for yourself? For your team? For the organization?
Your Own Talking Points and Notes
Write in Any Additional Topics
Your Own Talking Points and Notes
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Key Conversation #4 HR Processes
This meeting (or series of meetings) is the HRBP’s opportunity to provide you with a
complete, clear understanding of how HR is structured and of HR processes at CVS Health.
Topics to be addressed during this key conversation are outlined in detail within this
document, and might include:
Topic Details to be Discussed
Demonstrations (Momentum,
LEARNet, etc.)
Organizational Charts
Compliance Training
Review of HR Strategy
“One Winning Culture”
Concepts
Optional LEARNet Training
HRBP Meetings
Performance Assessment and
Feedback
Engagement Survey
Review of Talent Profiles
Competency Models
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Meeting with Key Stakeholders
As a leader new to CVS Health, you will meet with several key stakeholders as a part of your
on-boarding experience. Below are some tips and suggested talking points for your
meetings with these leaders.
Tips:
Ask open-ended questions; avoid “I” statements
Actively listen; your emphasis should be on learning
Use this opportunity to learn about the colleague and about his or her perspective on business-related topics
Suggested Talking Points:
What is your background?
What are some significant projects you’ve led or been a part of at CVS Health? In previous positions you’ve held in other organizations?
What is your current role? What are your and your team’s Blue Chip priorities?
What is the biggest challenge your department is facing? Why?
How can I/my team support accomplishment of your/your team’s goals?
What advice do you have for me? What should I be aware of?
If you were me, what would you focus your attention on?
What do you think is important for me to know in my role?
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CVS Health On-line Resources Below is a list of key resources along with information about where and how to access.
Acronym Finder A listing of CVS Health acronyms and abbreviations is available online via the
Communications Resource Center in myLife:
Home>Department>Corporate Communications>Communications Resource Center
Change Management Resource Center Provides information, tools, and resources to help you navigate and/or lead change.
Accessible via myLife:
Home>Department>Human Resources>Change Management Resource Center
Colleague Engagement For information about CVS Health Colleague Engagement, including the most recent survey
results and a Leader Preparation Guide, access the Colleague Engagement page via myLife:
Home>My Company>Our Culture>Engagement
Communications Resource Center Provides information, tools, and resources to facilitate effective communications. Accessible
via myLife:
Home>Department>Corporate Communications>Communications Resource Center
COMPASS COMPASS (Compensation Administration Strategic Solutions) is the online system used by
leaders to complete compensation planning. COMPASS where leaders enter recommended
performance ratings, merit increases, incentive payments, and equity awards for eligible
employees. COMPASS is accessible via myLife:
Home>Tools and Services
Corporate American Express Card For information about the CVS Health American Express card and to submit an application,
access the Strategic Procurement page in myLife:
Home>Department>Finance>Procurement
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CVS Health Competency Models Competency Development guides exist for leaders at each level in the organization. Each Guide includes competency behaviors, the context, “derailer” behaviors, and development suggestions. To view the Competency Development Guides, access the Talent Management page in myLife:
Home>Department>Human Resources>Talent Management>Talent Planning &
Development>Leadership Competencies
CVS Health Style Guides Information about CVS Health branding, logos, templates, fonts, presentations, email
signatures, etc. is available via the Communications Resource Center in myLife:
Home>Department>Corporate Communications>Communications Resource Center
LEARNet LEARNet is CVS Health’s Learning Management System (LMS). Log in with the same user
name and password you use to log on to your CVS Health computer. You can access
LEARNet via myLife:
Home>Tools & Services
or using this URL:
https://cvslearnet.cvs.com/tso/cvs_learnet.htm
myLife myLife is the CVS Health corporate intranet site. It is the default home page for all CVS
Health laptops and computers. Because it is an intranet site, it is only accessible when you
are on the CVS Health network (i.e., connected via LAN at a CVS Health facility or connected
remotely via VPN). There is no login or password information required.
A wealth of information is available on myLife, including:
Information about all departments within CVS Health
A “People” lookup that includes organizational chart and reporting structure information for each colleague
Information about CVS Health, including all facilities (e.g., call centers, distribution centers, corporate office locations)
Links to important tools (e.g., Ariba, PassagePoint, RxNet, myHR, LEARNet)
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Momentum Momentum is CVS Health’s online tool used to support and record talent management
information, including colleague performance (goals for performance and success, or GPS),
talent reviews, individual development plans (IDPs), succession planning, and coaching.
Follow instructions provided - log in using your either your Employee ID or the same
username you use to log into your CVS Health laptop, and the same password you use to log
onto your laptop. Access Momentum via myLife:
Home>Tools & Services
myHR: HR and Benefits To view or change your personal HR information, access myHR via myLife:
Home>Tools & Services
or using this URL:
https://myhr.cvs.com
Log in using the same username and password you use to log onto your laptop, email,
LEARNet, or Momentum. You can also receive assistance via phone by dialing 888-MY-HR-
CVS (888-694-7287).
PassagePoint (for Rhode Island Corporate locations) Use this site to pre-register visitors and groups who will be visiting a building in the CVS
Health Corporate Park. Pre-registering allows information to be available to reception staff
and security when visitors arrive, and allows you to leave a phone number so reception staff
can contact you when your visitors arrive. Access PassagePoint via myLife:
Home>Tools and Services>General
Travel Guidelines For information about travel guidelines, access the CVS Health Travel and Expense Policy on
the Strategic Procurement page in myLife:
Home>Department>Finance>Procurement
Webmail For limited access your CVS Health email when you are not connected to the CVS Health
network, go to: https://webmail.cvscaremark.com/owa Log in with the same user name and
password you use to log on to your CVS Health computer.
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Useful Phone Numbers
Information Systems (IS) Help Desk
For support with all technology applications, including laptops, Blackberries, and
telecommunications, call the IS Service Center.
For Retail locations (including Woonsocket), call the IS Service Center East at 401-770-2500
For PBM Corporate locations (e.g., Northbrook), call the IS Service Center West at 480-391-4914
Calling a CVS Health Extension from Outside the Building
To reach a CVS Health extension when you are using a phone outside a Corporate building, dial the extension directly (401-770-XXXX) or dial 866-222-9438.
Ethics Line
The Compliance and Integrity Group manages the Ethics Line to answer any questions or
investigate allegations regarding illegal activities, treatment of employees, Code of Conduct
issues, or any other ethical dilemmas. To reach the Ethics Line, dial 877-287-2040.
CVS Weather Line (for Woonsocket Corporate locations) To learn if the Customer Support Center (CSC) is closed due to inclement weather, call the CVS
Weather Line at extension 770-4999. For locations other than Woonsocket, follow up with your
Administrative or Executive Assistant for the appropriate extension to dial.