Danielle Regoni presents on human resource practices and concerns at CVS Health Corporation. CVS has grown from a small convenience store in 1963 to a large multi-national corporation with over 7,800 locations and 218,000 employees. However, Glassdoor consistently rates CVS as one of the worst companies to work for due to concerns about high stress environments and feelings of being undervalued. Regoni suggests several changes to address these concerns, including expanding staffing levels to reduce stress, enhancing benefits, implementing goal setting and recognition programs, improving training, and increasing open communication channels between employees and management.

1. Slide 1: Hi! My name is Danielle Regoni, and this is my presentation regarding the CVS Health
Corporation and current human resources practices and concerns
Slide 2: CVS was established as a family-owned convenience store in Rhode Island in 1963, and
since has grown into a multi-national corporation with over 7800 locations and over 218,000
employees. Today, CVS faces strong competition from similar retail pharmaceutical stores such
as Walgreens, Rite-Aid, and privately owned stores
Slide 3: Over the past several years, CVS has experienced larger than average growth. This is
due to several factors, such as greater offerings of generic pharmaceuticals and the growing
number of American citizens with healthcare coverage.
Slide 4: Currently, CVS consists of 3 distinct lines of business: corporate headquarters,
pharmacy services, and retail departments. Generally speaking, each store location consists of
general management who are responsible for the overall store, and separate department managers
for the pharmacy and retail divisions.
Slide 5: The online employer-rating platform Glassdoor.com has consistently rated CVS as “one
of the worst places to work” for several years. Employees have expressed many concerns
regardless of store location that can be placed into 2 main categories: concerns regarding the
high-stress work environment and concerns regarding feelings of being “undervalued” by the
company as a whole. These serious concerns should be addressed by CVS’ human resources
department, and will be addressed throughout the rest of this presentation.
Slide 6: Regarding selection of new employees, CVS already utilizes a variety of assessment
methods to employ high-quality candidates, and the majority of CVS’ current HR concerns
revolve around problems with retention, not candidate selection. Therefore, no changes need to
me made with the selection process at this time.
Slide 7: On this slide, CVS’ current benefits offerings are highlighted in red, and suggestions for
additional employee benefits are listed in black. It is important to note that some of the current
benefits offerings, such as opportunities for advancement & pay increases, wellness programs,
and tuition reimbursement are highly limited, and should be enhanced.
Slide 8: CVS’ current performance review strategy, denoted in red, consists solely of an annual
review with slight pay increase for receiving the highest designation of “Outstanding
Performance.” However, it is suggested that for newly hired employees, the review process
should consist of more than one formal review during the first year. Additionally, CVS
management needs to foster more open communication to provide greater feedback to all
employees throughout the year. Also, CVS currently does not utilize any goal-setting, employee
recognition programs, or other rewards for goal achievement. Including such practices would
significantly assist in helping employees feel more valued within the company.
Slide 9: The current training process at CVS could be described as “rapid on-boarding,” in which
employees are expected to become highly productive very quickly. However, employees at CVS
have repeatedly expressed concerns that these training practices are not adequately preparing

2. them for work expectations. Therefore, significant changes should be made to the training
process including: company orientation, extensive customer service training, extensive job-task
training, & periodic review of company procedures.
Slide 10: The 1st of 2 major HR concerns at CVS revolve around the high-stress environment in
which employees work. If no actions are taken by leadership, the company will continue to
experience high rates of turnover, as well as low task performance, high absenteeism, job
dissatisfaction, and burnout.
Slide 11: By creating an extensive expansion in the number of store workers, CVS could
effectively address a number of current employee concerns including: long work shifts with
inadequate breaks, feeling ill-equipped to handle the high volume of customers, and struggles
with handling customers and additional work tasks. Additionally, CVS should consider
enhancing their wellness programs to include stress relief sessions, such as: techniques for
handling stress and yoga or meditation classes.
Slide 12: The 2nd major HR concern within CVS stems from the employees’ feelings of lack of
value within the company. This also leads to high absenteeism, high turnover, lack of
motivation, and job dissatisfaction. A number of successful methods can be implemented to
instill feelings of value within the company. These include employee recognition and incentive
programs.
Slide 13: Currently, CVS contracts with a firm called “EthicsPoint” to provide an anonymous
hotline for employees to report any concerns. However, if this method is not able to enact
change within the company, then this procedure is highly ineffective. Instead, CVS should
consider implementing more channels of open communication among employees at all levels,
such as through instituting an open-door policy.
Slide 14: Despite CVS’ tremendous growth in recent years, the company continues to experience
high employee turnover and high levels of job dissatisfaction. Unfortunately, the concerns
expressed by multitudes of employees appear to have fairly straightforward solutions that the
company should consider implementing. Thank you for your time!