Like most companies in America today costs must be controlled especially in retail (it is not a high value added industry). To compete you must offer increasing value and service. The only way to do it is to always review your products/services and stay ahead of your competition in perceived value to the customer.
CVS has done that but to control costs and increase profits and shareholder value it has had (as so many other companies) to cut payroll expense. Any one can do this, and they have quite noticeably. Who makes up the difference the "exempt" employees.
I have worked in several "Darwinian" retail environments. The successful payroll cutters do so with a well thought out plan. They cut incrementally and over time, they constantly review processes and marketing to refine the goods and services they offer and how the are provided so that capable people can accomplish this goal profitably. CVS seems to do none of this or just pays lip service to the concept. Any company that seems to live and die by the phrase "it is what it is" will eventually become the retail equivalent of Grants, Woolworths, etc.
Managers (who are very hard working, capable, intelligent, and loyal) work very hard with staffs (that by the rate the are compensated at are not as capable as the people they work for) that try their best but can not achieve every mandate required by policy, sales and service goals, loss prevention and "WorkLoad Manager". Believe me it is common for very dedicated people to take short cuts to achieve success and still have a "life outside of CVS".
Diversity of all kinds is embraced as long as you are the "right" age. Any Store Managers promoted to DM after 40, any DMs promoted to RM after 50 if so then they are the exception not the rule.
