So possibly a topic that could be split into two threads but here goes:
1) Apart from the generally 'feared' regional loss prevention manager that shows up for an LP Audit- what does a loss prevention team ('LP specialists') consist of and actually do? Sitting watching CCTV? Acting undercover as a shopper? Reviewing BOH Reports?
2) Never had the opportunity to do a ride alone with any of my pharmacist supervisors or DM's when I had interned. Do they work from the regional business office when not visiting other stores? What does an average day consist of?
- Store Visits
- Conference Calls
- Emails
- District/Region Meetings
- Hiring (Career Fairs)/Firing
Loss prevention manager is in charge of investigators, etc. Besides holding his team accountable for bringing cases, they do things to minimize losses to meet their shrink budget. This can include, inventory, baseline audits to make sure stores are following policies to prevent loss, monitoring loss prevention programs like viper for their market that uses things like growth in a category (if a store is ordering 1000 bottles of brand name valium, versus dispense of 0 bottles, that is a good sign someone is stealing, or there will be a loss when the drug expires), variances, product dispensed versus order, etc. A huge part of their job is developing relationships so they can get tips, knowing their market well, deciding where to blitz their team, or putting LP devices like alarms in place to prevent professional thieves from wiping out a store.
A supervisor is in charge of everything in their market, but most importantly driving their market. This is mostly done via store visits, conference calls, emails, district meetings, etc. It also involves succession planning which can include talent development, and external hires.
All of this can be found in your my success page... the same goes for pharmacy manager, regional, avp, etc.
Here is the one for pharmacy supervisor...
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Demonstrates a Deep Understanding of the Business
Demonstrates a deep understanding of Pharmacy Health Care and how the CVS Health integrated business operates (retail, pharmacy, PBM and Minute Clinic)
Articulates our CVS Health business model and how we differentiate ourselves from our competitors to deliver value for our customers/clients and ROI for our shareholders
Monitors and manages to budgetary expectations under challenging circumstances
Anticipates the potential consequences of actions or events and connects them to the impact they could have on the customer and the business
Personally demonstrates a thorough grasp of the details of pharmacy operations and services and their contribution to the integrated business
Takes the time to dig beneath the numbers to identify root causes and potential issues or opportunities on a store by store basis
Focuses on the Customer/ Market
Investigates changes in what competitors are doing and takes action to protect or increase CVS Health’s competitive advantage
Communicates how programs and initiatives connect to improving the customer’s experience and quality of life (i.e., explains the whys)
Recognizes and differentiates the customer experience for PBM patients
Anticipates customer needs and adjusts programs and services in response to evolving demographics and market conditions
Actively observes conditions in the market and identifies opportunities that will drive pharmacy business
Sees through the customers' lens to better understand how to modify current approaches and improve customer service
Aligns Critical Priorities
Plans and organizes around top priorities; allocates a disproportionate share of time, energy and resources to them
Communicates critical priorities and related expectations so others have a clear understanding of both the ‘why’ and the ‘how’
Develops a personal understanding of critical priorities/initiatives (goes deep) in order to lead effectively
Continually follows up and reinforces priorities by asking the right questions, identifying problems or barriers, recognizing signs of success or failure, and then coaching accordingly
Delivers Results
Exhibits a passion for delivering top results aligned with our values
Consistently delivers strong results with little performance variability
Delivers results in complex initiatives and situations
Drives Speed and Innovation
Improves business results through creative approaches that drive existing programs within the District
Identifies and translates best practices of other Districts and stores into local initiatives that drive results
Asks team members a series of discerning questions (the "5 whys") to elicit new insights, perspectives and ideas
Generates new insights by using methods and tools to analyze data
Makes Sounds Business Decisions
Conducts a thorough and sound analysis of the facts when making decisions, including information that is not readily available
Reallocates people and resources appropriately to deliver on priorities
Asks the right questions to get to the root cause in order to understand problems and address opportunities
Uses and/or creates simple yet effective processes or tools to manage and make sense of the abundance of available data
Partners Across Boundaries
Actively grows a network of people that could be helpful in the future
Puts aside pre-conceived notions and listens to others with an open mind (approaches situations from a curious perspective)
Proactively shares best practices, knowledge and experiences
Leverages strong working relationships with front store management in order to be more effective in the pharmacy
Manages Performance
Considers multiple sources of information beyond the numbers (talks with others, direct observation) when giving performance feedback
Provides timely and ongoing feedback, both appreciative and developmental, and checks for understanding
Sets and upholds performance expectations in a fair and consistent way
Holds direct reports accountable for developing talent
Creates and monitors mutually agreed-upon action plans to drive performance improvement
Holds pharmacists accountable to manage the performance of their team
Builds High Performing Teams
Finds creative and impactful ways to recognize and acknowledge the good work of individuals and the team
Works with individuals to help them think through solutions and draw their own conclusions
Leverages diversity when putting together a team to achieve the best results
Encourages others to participate in activities that promote an inclusive work environment
Hires, selects, develops, and promotes colleagues with a range of diverse demographics
Addresses work environment issues that affect team member engagement
Selects and places pharmacists in the right stores for their skill sets
Impacts and Influences Others
Seeks to understand and appreciate the perspectives of colleagues and stakeholders who have a range of different backgrounds, experiences and styles
Reads others accurately and addresses their unstated concerns, interests, and levels of commitment
Anticipates and prepares for how others will react based on their individual preferences
Uses an understanding of what motivates particular individuals to tailor communications for the strongest impact
Ensures key messages are consistently and clearly cascaded to all team members (e.g., cashier, technician)
Engages and Inspires Others
Communicates a clear and compelling picture of what is important and gets people energized and excited about critical priorities
Encourages team to achieve more than they thought they could by setting stretch targets, recognizing top performers, and facilitating sharing of best practices
Nurtures, guides and encourages team when business results are tough; challenges and stretches the team to do even better when results are good
Builds team pride; involves the team in developing ‘the plan,’ requests and appreciates input and feedback, and demonstrates confidence by letting the team do it ‘their way’
Explains the why’s and is a thought partner on finding solutions
Provides recognition early and often
Spends significant amount of time personally communicating information to team during store visits, conference calls, one on one calls; limits the amount of messages communicated through email
Focuses on Talent Development
Assesses people against critical leadership behaviors and ranks top to bottom
Develops and executes actions that will move the bottom 10%
Takes every opportunity to set a new, higher standard by adding ‘leadership talent’ that is better than today’s ‘best’
Creates opportunities to challenge and stretch ‘today’s best talent’ to get even stronger
Provides candid feedback and ongoing coaching for improved business results
Coaches to develop others’ leadership capabilities
Takes personal accountability to build a bench of ‘ready now’ leaders that consistently demonstrate the critical leadership behaviors
Always ‘recruiting’ talent (at multiple levels; internal and external) through networking and relationship building
Makes timely (often difficult) talent decisions to ensure best talent to meet business needs
Leads by Example
Takes accountability for decisions and outcomes
Supports CVS Health’s vision, mission, and values through highly visible words and actions
Takes specific action to correct discriminatory or inappropriate behaviors or comments in a timely manner
Demonstrates an unbiased approach to others by exhibiting courtesy, respect, and appreciation for the diverse ideas, experiences and contributions of every colleague
Seeks and acts on feedback to improve own performance
Takes ownership for the business by demonstrating a passion for providing superior service
Adapts own approach and leadership style to enhance effectiveness with team members
Communicates openly, directly and honestly with team members regarding sensitive or difficult issues
Conveys an aligned, collaborative partnership with the DM to communicate important messages
