a guide for hiring leaders - hewitt · pdf filea checklist of key executive-level on-boarding...

Protecting

Your

Investment

Executive on-

boarding is a

“must have”

corporate

insurance

policy... The

risks are too

high simply to

assume that

every new

executive is

going to

effectively

transition into

their new

operating

environment.

- Joseph Daniel

McCool, former

editor of

Executive

Recruiter News

A Guide for Hiring Leaders Supporting Successful Transitions at CVS Health

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Last updated 7/15

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Executive On-boarding

Leader’s Guide

Executive Summary

Providing a detailed, supportive, and consistent on-boarding experience to all executives

who are new to their roles – including both internal moves and external hires – greatly

contributes to the executive’s speed to performance, overall performance, engagement,

retention, and satisfaction with their decision to join 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 HRBPs and New Executives, includes:

A checklist of key executive-level on-boarding activities

Detailed descriptions of each activity

Suggested timing for each activity

Persons responsible for each activity, as well as a general description of the

roles and responsibilities of those who are involved in executive on-boarding

A definition of executive on-boarding

Identification of the four foundational areas on which executive-level on-boarding

rests

A description of outcomes impacted by successful – or unsuccessful – executive

on-boarding

Supporting materials or tools for select executive on-boarding activities

About Using this Guide

Use the provided checklist to schedule, plan, and/or execute on-boarding activities that

have been identified as the responsibility of the Hiring Leader. The checklist is organized

so that activities for the Hiring Leader are listed first. Remaining activities appear

grouped in the order in which they should be implemented. Subsequent pages contain

more detailed information about each activity. Finally, in the Appendix you will find

information about executive on-boarding and tools to help you implement on-boarding

activities. These tools are optional, and may be used as they are, augmented as

needed, or replaced in favor of your own tools.

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Leader’s Guide

Table of Contents

On-boarding Summary Checklist ................................................................................................ 3

On-boarding Planning: Before the New Executive Arrives ..................................................... 5

On-boarding Planning: the First 30 Days .................................................................................. 7

On-boarding Planning: After the First Month .......................................................................... 11

Appendix ....................................................................................................................................... 13

About Executive On-boarding ................................................................................................... 14

What is On-boarding? ............................................................................................................. 14

What Executive On-boarding is Not ..................................................................................... 14

The Importance of Effective On-boarding ........................................................................... 15

Who Needs On-boarding? ..................................................................................................... 15

Roles & Responsibilities - Who is Involved in On-boarding? ........................................... 16

The Benefits of On-boarding to the New Executive ........................................................... 17

Sample Template for Welcome Email ...................................................................................... 18

Peer Coach .................................................................................................................................. 19

Coordinate Logistics ................................................................................................................... 20

Key Conversation #1 Leader Cadence .................................................................................... 21

Key Conversation #2 Company and Department Strategy ................................................... 22

Key Conversation #3 Clarify Personal Goals and Expectations .......................................... 24

Key Conversation #4 HR Processes ........................................................................................ 26

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Leader’s Guide

On-boarding Summary Checklist This checklist summarizes the key on-boarding activities for new executives. It is

organized chronologically, beginning with activities to be completed in advance of the

new leader’s start date and ending with activities to be completed up through the new

leader’s first year.

On-boarding Activity

Reference Page

Accountable Person(s)

Suggested Timing

Foundational Area

Welcome Phone Call 5 Hiring Leader Pre-start

date

N/A

Schedule Key

Stakeholder Meetings

5 Hiring Leader,

HRBP

Pre-start

date

Building Relationships

Welcome Email 5, 18 Hiring Leader Pre-start

date


Organization

Announcement

5 Hiring Leader,

HRBP

Pre-start

date

N/A

Peer Coach 6, 19 Hiring Leader,

HRBP

Pre-start

date

Cultural Adaptation,


Coordinate Logistics 6, 20 HRBP, Exec or

Admin Asst

Pre-start

date

Cultural Adaptation

Organizational Chart 6 HRBP Pre-start

date


Recurring Meetings &

Events

7 Hiring Leader,

HRBP

Immediately Cultural Adaptation

Schedule Department

Introductions Meeting

7 Hiring Leader Day 1 Building Relationships

Informal Networking

Event

7 Hiring Leader,

HRBP

Week 1 Building Relationships

Key Stakeholder Review 7 Hiring Leader Week 1 Building Relationships

Key Conversation #1 8, 21 Hiring Leader Week 1 Expectations

Alignment


Alignment


Alignment

Key Conversation #4 9, 26 HRBP Week 1 Cultural Adaptation

Review of Talent Profiles 9 Hiring Leader,

HRBP

Week 1 Building Relationships

Building & Facilities

Tour(s)

9 Hiring Leader,

Exec or Admin

Asst.

Week 1 & as

needed

Cultural Adaptation

(Continued on the next page)

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Leader’s Guide

On-boarding Summary Checklist

(Continued from previous page)

Demonstrations 9 Hiring Leader,

Admin or Exec

Asst

Week 1 & as

needed

Cultural Adaptation

Review of Senn

Delaney “One Winning

Culture”

10 HRBP Week 1 Cultural Adaptation

Compliance Training 10 HRBP First 30 days N/A

Optional LEARNet

Training

10 HRBP First 30 days Cultural Adaptation

Review of HR Strategy 10 HRBP First 30 days Cultural Adaptation

Review Short- and Long-

term Goals

11 Hiring Leader At 30 days Expectations

Alignment

Review Employee

Benefits Program

11 New Hire 30-60 days Cultural Adaptation

Feedback Meetings with

Manager

11 Hiring Leader 30, 90, 180

& 360 days

Personal

Development,

Expectations

Alignment

HRBP Meetings 11 HRBP Monthly or

Quarterly

Building Relationships,

Personal Development

Performance &

Assessment Feedback

12 HRBP 90 days Personal

Development,

Expectations

Alignment

Update Talent Profile in

mySuccess

12 Hiring Leader,

New Hire

30-120 days Personal Development

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Leader’s Guide

On-boarding Planning: Before the New Executive Arrives Below are suggested activities to execute in advance of the new executive’s first day

on the job. Also identified in the table is the person primarily accountable for each

activity.

Welcome Phone Call Call your new colleague to express your excitement that they will be joining CVS

Health, to answer any outstanding questions they might have (about their role, your

role, the relocation process, key points of contact, etc.), and to welcome them to the

company.

Accountability: Hiring Leader Impact: Cultural Adaptation

Schedule Key Stakeholder Meetings Identify a list of key people (peers, direct reports, leaders, clients, business partners,

etc.) with whom the new executive should meet in the first 30-60 days. Call each

person identified to request a 30-60 minute meeting. Then ensure each stakeholder

receives information about the new leader. Next, schedule the meetings for the new

executive. Include those who are remote colleagues or who work somewhere other

than the new executive’s primary location.

In the new executive’s first week, be prepared to review the list and discuss about

each person: their current role, their relationship to the new executive, background

information, where they primarily work (i.e., city and building), and their reporting

relationships (i.e., organizational chart information).

Accountability: Hiring Leader and HRBP Impact: Building Relationships

Welcome Email (see Appendix) Send an internal welcome email to any relevant CVS Health colleagues within your

department (your team, peers, boss, and the new executive’s direct reports). Provide

information about the new executive’s background, any unique or specialized skills

he/she possesses, what you hope he/she will accomplish, and when he/she will

begin their new role. Refer to the Appendix for a sample email template.

Accountability: Hiring Leader Impact: Building Relationships

Organization Announcement Draft a message to formally announce the arrival of the new leader. Follow the

appropriate channels for approval of the message, including Corporate

Communications and Lisa Bisaccia. Submit for distribution to the organization and

for posting on MyLife.



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Leader’s Guide

On-boarding Planning: Before the New Executive Arrives (Continued from previous page)

Peer Coach (see Appendix) Identify and enlist the support of a Peer Coach for the new leader. This should be

someone with several (3 or more) years of tenure at CVS Health on whom the new

executive can rely for active support.

Active support includes making adequate time for interactive conversation to give

feedback and direction and answering questions about various topics such as:

formal and informal channels for getting things accomplished, interacting effectively

with colleagues and stakeholders, and working within the culture and norms at CVS

Health. The coach should broaden, deepen, and challenge the new executive’s point

of view and perspective.


Coordinate Logistics Ensure that all necessary tools and resources are ready for the new executive’s first

day (or as early as possible). This includes office space, employee ID, laptop, email

address, phone number, company phone, business cards, etc. In addition, when

possible ensure that the new leader’s Executive or Administrative Assistant is in

place and has all tools, resources, and meetings ready prior to the new executive’s

first day.

Accountability: HRBP; Executive or Administrative Asst Impact: Cultural

Adaptation

Organizational Chart Working with the new leader’s Executive or Administrative Assistant, create an

organizational chart that contains people within all departments relevant to the new

leader’s position.

Accountability: HRBP; Executive or Administrative Asst Impact: Cultural

Adaptation

Given the immense number of tasks a new executive needs

to pay attention to during the first 90 days, it is essential that

the executive receive active support from a trusted advisor.

- Patrick Reilly, President, Resources in Action

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Leader’s Guide

On-boarding Planning: the First 30 Days Below are suggested on-boarding activities to take place during the new executive’s first

30 days on the job. Also identified in the table is the person primarily accountable for

each activity.

Recurring Meeting and Events Ensure that the new executive is informed about and 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.

Accountability: Hiring Leader and HRBP Impact: Cultural Adaptation

Schedule Department Introductions Meeting For the new leader’s first day, schedule a department meeting to formally introduce

direct reports to the leader. The Hiring Leader should facilitate this meeting by

kicking it off, introducing the new leader, and facilitating introductions around the

table.


Informal Networking Event

Schedule an informal networking event, such as a lunch or dinner. In addition to the

new executive, also consider inviting: your leader, the executive’s peers, the

executive’s primary clients, the HRBP, and any other person with whom the new

executive should begin networking. Use this event as an opportunity for the new

executive to begin to get to know other key leaders, understand other leaders’ areas

of expertise, and understand how he/she will work with those key leaders.


Key Stakeholder Review

On the new executive’s first day, review with him or her key stakeholders with whom

he or she will meet in their first 30-60 days (these meetings should already be

scheduled prior to the new executive’s first day). Discuss the new executive’s

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).

Accountability: Hiring Leader and HRBP Impact: Building Relationships


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Leader’s Guide

On-boarding Planning: the First 30 Days (Continued from previous page)

Key Conversation #1 Leader Cadence (see Appendix) Establish how you and your new colleague 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.

Accountability: Hiring Leader Impact: Expectations

Alignment

Key Conversation #2 Company and Department Strategy (see Appendix) In order for a new leader to be successful, it is essential that he or she have a clear

understanding of the strategic vision, Blue Chips, and goals for CVS Health, for his

or her immediate department, and of his or her immediate supervisor. Early in the

new executive’s first week on the job, meet with him or her to review these topics.


Key Conversation #3 Clarify Personal Goals and Expectations (see Appendix) During the recruiting process, the new executive formed an understanding of what

his or her role looks like, what objectives need to be accomplished, and how he or

she might achieve those objectives. During the new executive’s first week, meet with

them to ensure that your vision for their role is consistent with their own. Review with

them your description of their position, the goals you would like them to accomplish,

and your perspective on how they should or should not achieve those goals. You

should not assume that you share a common understanding of the new executive’s

role and expectations; a new executive working hard toward the wrong objectives

will result in disillusionment for all parties.

Accountability: Hiring Leader Impact: Expectations Alignment


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Leader’s Guide


Key Conversation #4 HR Structure and Processes (see Appendix) This key conversation takes place between the new leader and the HR Business

Partner. This meeting is the HRBP’s opportunity to provide the new leader with a

complete, clear understanding of how HR is structured and of HR processes at CVS

Health. This meeting should take place early in the new leader’s tenure, and

represents the chance to proactively prepare the new leader for HR and talent-

related processes rather than providing this information on an as-needed basis.

Accountability: HRBP Impact: Cultural Adaptation

Review of Talent Profiles Begin by reviewing relevant competency models with the new leader to ensure that

his or her review of talent is grounded in the CVS Health competencies. Then, have

a dialogue with the new executive about each of his/her direct reports. Include

information such as past employment history, educational background, past

performance review ratings, comments in mySucess 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.

Accountability: Hiring Leader and HRBP Impact Building Relationships

Building and Facilities Tour(s) Schedule with the appropriate person building and facilities tours for all relevant

locations. This includes a tour of the new executive’s primary building, other

buildings in which he or she 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).

Accountability: Hiring Leader; Executive or Administrative Asst.

Impact: Cultural Adaptation

Demonstrations of Relevant Tools and Resources

Identify relevant tools or resources (e.g., my Life, mySuccess tool, shared drives,

travel tool, policies and procedures portal, SharePoint sites, LEARNet) with which

the new executive should become familiar, and schedule time with the appropriate

person to provide training and answer questions about each tool.

Accountability: Hiring Leader, Executive or Administrative Asst

Impact: Cultural Adaptation


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Leader’s Guide


Review of “One Winning Culture” Concepts

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. Working with the Hiring Leader, ensure that the

new executive is scheduled to attend an Unfreezing Session. Pre-work will be

distributed when the session is scheduled.


Compliance Training

Identify all compliance training the new executive is required to complete, along with

the website link(s), username information, and password information. Communicate

deadlines for completion. In addition, communicate to the new executive the

relevance of each piece of training to their role and communicate why it is necessary

for them to complete the 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.

Accountability: HRBP Impact: Cultural Adaptation,

Expectations

Alignment

Optional LEARNet Training Provide suggested courses for the new leader to complete on LEARNet. Unlike

Compliance Training, completion of these courses is not mandatory. However, they

are recommended so that the new leader can 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).


Review of HR Strategy, Tools, and Processes Review the overall CVS Health HR strategy and philosophy. Provide a review of

relevant processes and tools, including the talent review process, the goal setting

process, mySuccess, engagement survey, etc.


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Leader’s Guide

On-boarding Planning: After the First Month Below are suggested on-boarding activities to take place after the new executive’s first

30 days and the person primarily accountable for each activity.

Review Short- and Long-term Goals At the end of 30 days, the new executive should draft his or her goals in mySuccess

for the remainder of the calendar year. Schedule a meeting to review these goals.

Ensure they are aligned with CVS Health strategy, consistent with your own goals

and expectations, and realistic. Also discuss any goals that are assigned

automatically (e.g., diversity and team engagement). Give feedback and make

revisions you’ve reached agreement on final goals.

Accountability: 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 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.

Accountability: New Hire Impact: Cultural Adaptation

Feedback Meetings with Manager Schedule regular meetings with the new executive to discuss performance to date

and to ensure they 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).

Accountability: Hiring Leader Impact: Personal Development,

Expectations

Alignment

HRBP Meetings Based on the needs of the individual, schedule regular (monthly or quarterly)

meetings through the new executive’s first 12 months to address any questions or

provide additional information. Topics to discuss might include developing the

executive’s people strategy, development and succession planning, engagement and

engagement action planning, and workforce planning.



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Leader’s Guide

On-boarding Planning: After the First Month (Continued from previous page)

Performance and Assessment Feedback

After the executive has been in their role for about 90 days, consult with the HRBP

and the Talent Planning & Development team to gather and review with the new

executive any informal performance-related feedback and any information available

from pre-hire assessments or other assessments (such as Burnham & Rosen). Work

with the new executive to convert this information into an individual development

plan (IDP) and enter it into mySuccess tool.

Accountability: HRBP Impact: Personal Development

Update Talent Profile in mySuccess tool Ask the new executive to enter his or her talent profile information into mySuccess.


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Leader’s Guide

Appendix

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Leader’s Guide

About Executive On-boarding

What is On-boarding?

On-boarding is the strategic process of engaging new colleagues, reaffirming their

employment decision, acclimating them into the organization’s culture, and preparing

them to contribute at a high level as quickly as possible. With appropriate planning,

resource allocation, and dedication, you can ensure that an executive’s first impression of

CVS Health is a superior and lasting one.

Effective on-boarding of executives is based on four foundational areas. Providing

support to new CVS Health executives in these areas will result in more engaged

colleagues who quickly learn how to get things done and perform at superior levels.

Cultural Adaptation Gaining knowledge of CVS Health and the healthcare industry

Adapting to and working within the CVS Health culture

Building Relationships Forming a network and building relationships with key leaders

Building relationships with direct reports

Expectations Alignment Gaining clarification of the role expectations

Establishing clear priorities for the next 3, 6, and 12 months

Personal Development Gathering feedback

Creating and acting on an individual development plan (IDP)

What Executive On-boarding is Not

On-boarding is not a one-time event. It is an on-going series of events and experiences

a new executive has during the first 3-12 months in his or her role at CVS Health. On-

boarding also is not a one-size-fits-all solution. Events and experiences should vary

depending on the needs of each executive, as will the length of on-boarding.

Among Best-in-Class organizations, 86% know that

it takes a new colleague up to 6 months to decide

if he or she will stay with the company.

-the Aberdeen Group

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Leader’s Guide

The Importance of Effective On-boarding

First impressions and Engagement The on-boarding experience provided – or not

provided – to new executives will have a significant

impact on how a new executive perceives the

company. It is an opportunity to engage the colleague

and to validate their decision to join CVS Health.

Retention Research shows that 30-60% of new executives

leave within 18 months. Losing an executive can cost

as much as 3 times the person’s salary. Beyond the

financial costs, turnover of leadership positions can

impact existing colleagues’ engagement,

performance, loyalty, and trust and confidence in

leadership teams. Providing support to new

executives in the form of on-boarding can contribute

to improved performance and retention.

Speed to Performance Ensuring new executives have the requisite

knowledge, tools, and resources to succeed will allow

the executive to begin performing at desired levels as

quickly as possible. It is a new hire's early

experiences with a company that are key to

determining whether they are successful in their new

role.

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 unit, and internal hires who are moving to a new business unit (e.g., moving

from a role within Retail to one within MinuteClinic or the PBM).

40% of executives

hired externally fail to

achieve their

objectives within the

first year at a new

company. That’s

because, despite

considerable time,

effort and money

spent recruiting top

talent, companies do

a poor job of on-

boarding.

- Marilyn S. Nyman, The

Executive Onboarding

Challenge

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Leader’s Guide

Roles & Responsibilities - Who is Involved in On-boarding?

Hiring Leader The Hiring Leader is responsible for on-boarding their new executive, including driving

the on-boarding agenda. This includes working with the HRBP 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 (outlined in more detail on the next pages).

HRBP The HRBP is an important resource for the Hiring Leader and new executive to rely on

throughout the on-boarding process. The HRBP is accountable for supporting the Hiring

Leader and new executive, and for ensuring proper planning for the new executive’s first

6-12 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., mySuccess), and an individual development plan (IDP) for the

new executive.

New Executive Each new leader at CVS Health should take 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.

“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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Leader’s Guide

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 HRBP

and the Hiring Leader 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 is essential to establishing

credibility. 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.

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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Leader’s Guide

Sample Template for Welcome Email

Dear [department name] team:

I am delighted to announce that [new leader’s name] will be joining our department as

[new leader’s job title] on [start date of new leader].

[New leader’s name] comes to us with a rich [area of expertise] background. [Briefly

summarize some of the new leader’s background, qualifications, and number of year’s

experience.]

Please join me in extending a heartfelt welcome to [new leader’s name] on [his/her] first

day.

Sincerely,

[Your name]

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Leader’s Guide

Peer Coach

Selecting a Peer Coach A leader selected to act as the new executive’s Peer Coach should meet all of following

criteria:

o Has been with CVS Health for a minimum of 3 years o Demonstrates patience and effective communication skills o Demonstrates excellent business savvy, especially with regard to building

relationships and navigating organizational politics o Exemplifies CVS Health values o Has a role similar to the new executive’s role (the Peer Coach does not need to

be from the same department as the new executive, but can be) o Can devote time to and be accessible to the new executive (about 30 minutes

per week) o Shows interest in taking on the role of Peer Coach

Role of the Peer Coach A Peer Coach should not be the new executive’s leader. He or she does not have

accountability for the new executive’s performance, and should not be asked to evaluate

the executive in any way. A Peer Coach is also not responsible for the personal

development of the executive. Below is a description of the Coach’s role:

o Makes him- or herself available; commits about 30 minutes per week for a period of 6-12 months to meeting with the new executive (frequency of meetings might decline as the new executive gains tenure)

o Serves as a source of information for the new executive on a wide variety of topics

o Facilitates the socialization process by helping the new executive build relationships and widen their network, and by helping the executive to successfully navigate his or her business relationships

o Serves as a resource the new executive can rely on to answer questions about workplace culture and norms (i.e., “how things get done” at CVS Health)

o Instills a sense of belonging in the new executive o Is the new executive’s “go to” person when he or she has questions

A new executive can expect from his or her Peer Coach:

o General advice o Clear information o Help in understanding the culture and politics o Assistance in building networks o Guidance and encouragement o Confidentiality

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Leader’s Guide

Coordinate Logistics Working with the new leader’s Administrative or Executive Assistant, ensure that all

necessary tools and resources are in place for the leader’s first day. Listed below are

some tools and resources that might need to be prepared for the new leader.

Logistics

Office space

Employee ID

Laptop

E-mail address

Phone and Fax numbers

Company-issued cell phone

Business cards

Badge/photo ID

Executive photo shoot

Corporate American Express card

Parking spaces (reserved)

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Leader’s Guide

Key Conversation #1 Leader Cadence Establish how you and your new executive 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 the executive bring to meetings to be prepared? What else should they do to be prepared?

Share any templates you prefer they 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 their preferences; 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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Leader’s Guide

Key Conversation #2 Company and Department Strategy In order for a new executive to be successful, it is essential that he or she have a clear

understanding of the strategic priorities and Blue Chips for the company. Early in the

new executive’s first week on the job, meet with them to review these topics.


“Blue Chips” at CVS Health

What they currently are

How they have changed from past years’ priorities

What they indicate about the long-term strategic direction of CVS Health

Address any current issues or hot topics (e.g., analyst calls for CVS and Caremark to split; recent acquisitions)

Review all Corporate imperatives and PBM and Retail Goals for the current calendar year


Major Initiatives

Identify any major initiatives, projects, or processes implemented or critical knowledge for the new executive; include: o What the initiative is commonly called/how it is typically referred to o When it was implemented o Why it was implemented o How it works o What the current status is

Highlight initiatives that were significant for your department/business and for other parts of the organization

Provide insights about why CVS Health is an integrated company



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Leader’s Guide


Strategic Vision for the Department or Business Unit

Discuss your and your leader’s goals and priorities for the department

Explain how these align with the company’s Blue Chips

Discuss what is currently underway to achieve those goals

Discuss how the new executive will support those goals and priorities

Discuss any significant or obvious hurdles the new executive should expect to face in achieving those goals


Purpose, Strategy, Values

Review the CVS Health Purpose, Strategy, and Values

Discuss what each of these mean and how your team or department supports each


Write in Any Additional Topics:


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Leader’s Guide

Key Conversation #3 Clarify Personal Goals and Expectations The purpose of this conversation is to ensure that your vision for the new executive’s

role is consistent with the understanding they formed during recruitment. You should not

assume that you share a common understanding of the role and expectations; a new

executive working hard toward the wrong objectives will result in disillusionment for all

parties.


Review your personal vision for and description of the new executive’s position

Be prepared to discuss how this is similar to or different from the new executive’s own perception of the position

It is recommended as a best practice that your HR Business Partner be a part of this discussion in order to ensure a shared understanding among all three parties


Outline the specific objectives you would like the new executive to accomplish

What do you need them to do in the short-term and mid-term?

What does success look like?

How will their performance be measured?

Offer your perspective on how they should or should not achieve those objectives


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Leader’s Guide

Discuss your own perspective with the new executive.

What do you value?

What challenges are ahead for your team, department, and/or the organization?

How do you view success for yourself? For your team? For the organization?


Provide an overview of department or business and its relationship to the rest of the organization.

Identify any department goals and priorities

If possible, provide an organizational chart to discuss relationships to the rest of the organization


Write in Any Additional Topics


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Leader’s Guide

Key Conversation #4 HR Processes This meeting (or series of meetings) is the HRBP’s opportunity to provide the new leader

with a complete, clear understanding of how HR is structured and of HR processes at

CVS Health. This meeting should take place early in the new leader’s tenure, and

represents the chance to proactively prepare the new leader for HR and talent-related

processes rather than providing this information on an as-needed basis.

Topics to be addressed during this key conversation are outlined in detail within this

document, and might include:

Topic Details to be Discussed

Demonstrations (mySuccess,

LEARNet, etc.)

Organizational Charts

Compliance Training

Review of HR Strategy

“One Winning Culture”

Concepts

Optional LEARNet Training

HRBP Meetings

Engagement Survey

Review of Talent Profiles

Competency Models

Performance Assessment and

Feedback, including Burnham

Rosen

Executive pre-hire assessment guide is stored on

SharePoint; review of assessment results/feedback

session to be held 30-45 post-hire

a guide for hiring leaders - hewitt · pdf filea checklist of key executive-level on-boarding...

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