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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OONN--BBOOAARRDDIINNGG

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.

http://www.cvshealth.com/

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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.


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.


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.


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).


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.


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.



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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,


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,


Compliance Training 9 HRBP First 30 days Cultural Adaptation,


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


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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.


“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?


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?



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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?


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?


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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.


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


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?



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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?


Write in Any Additional Topics


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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:


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

https://was9.hewitt.com/ytr/US07538/epc/disclaimerL_Compass.htm

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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:


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)

https://cvslearnet.cvs.com/tso/cvs_learnet.htm

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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:


myHR: HR and Benefits To view or change your personal HR information, access myHR via myLife:


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.

https://myhr.cvs.com/

https://webmail.cvscaremark.com/owa

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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.

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