CVS Health
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CVS Health Leadership & Management
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
How are the managers & leadership at CVS Health?
Strengths in strategic direction, cross-functional alignment, and manager-led development coexist with cultural issues, strained frontline support, and uneven execution in retail and pharmacy settings. Together, these dynamics suggest a leadership vision that is clear at the enterprise level but variably realized on the ground, leading to inconsistent employee experiences during a period of operational recalibration.
Positive Themes About CVS Health
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Strategic Vision & Planning: Leadership articulates an integrated healthcare strategy with priorities spanning care delivery, retail optimization, omnichannel investment, and cost discipline. Recent leadership changes and appointments are framed around stabilizing operations and executing this plan.
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Collaborative & Aligned Leadership: Teams and leaders are characterized as collaborative, aligned to mission and values, and supportive while being innovative and smart. Cross-functional integration across retail, digital, and insurance assets is emphasized to deliver connected, affordable care.
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Development & Mentorship: Onboarding from direct managers is often described as helpful, with mentorship available and managers expected to develop and recognize their teams. Company messaging states managers receive training and support to foster growth and success.
Considerations About CVS Health
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Toxic or Disempowering Culture: Instances of managers speaking negatively about people in front of others create an unprofessional environment. Descriptions of toxic dynamics and favoritism indicate culture challenges in some store and pharmacy settings.
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Neglect of Employee Support: Understaffing, insufficient hours, and limited breaks are cited as leading to burnout and overwhelmed teams. Store and pharmacy staff are described as bearing blame for metrics and theft amid inadequate corporate support and resources.
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Poor Execution: Management quality is characterized in places as disorganized or unqualified, with outdated technology and processes hindering effectiveness. Inconsistent training beyond initial onboarding and unclear accountability contribute to stressed operations and backlogs.
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