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Opportunity to discuss expectations/focus areas, etc

First TSL
Transition to a different DRO
Transition to the same DRO

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Review of Leaders & Managers

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Meeting/store walks/introductions with:

DRO

Loss Prevention

ORT- Review of recent walks and areas of continued opportunity

QA

RM's

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1:1 sessions with DRO, HRM, Recruiter, Talent, Etc. 

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1:1 sessions with DRO, HRM, Recruiter, Talent, Etc. 

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Share stories, build relationships, review talent assessment, discuss expectations, go over anyone on performance management, etc.

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1:1 Meeting with Recruiter
1:1 Meeting with Talent Team
1:1 Meeting with Regional Merchants to include Rx (not all would be required but perhaps list all as options)
1:1 with VP/DRO

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SOS Accountabilities/Review:  w/RFM

RX: How the pharmacy model works in

LP: Total security overview of that store and its historical pinch points and areas of concern, Parking Lot, Demographics, Receiving and other Center Store Items specific to that store

HR: History and Update  w/HRM
Talent Assessment Update w/ Talent Leader

Community: Key Relationships and Organizations we work with Public Affairs'

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Possible VP or DRO check in. Dro to receive notifications when Leader finishes one portion of experience. Dro can then check in after receiving notification and Leader will understand importance of this and feel DRO is involved.

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Review of Partners enrolled CDS/LDS
- Completion %
- Readiness timeline

SORM/SORL
- Review the # of SORM & SORLs the store has developed

Management Interns & Scholarship Awardees
- Review the # of MIs & Scholarship Awardees with SL

IST
- # of In-Store Trainers assigned to their location

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1:1 meetings to discuss key points

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Review and identify what are current total store staffing needs- ensure current openings and needs are accurate by department- who is the recruiter- how can the store get staffed

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Discuss current needs
Interview dates and time
Challenges and successes Recruiter has experienced with store

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Document to be reviewed together to assess store of current state to include talent, staffing, community, etc

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Meeting to include Leaders and DM's 2-4 weeks after new TSL arrives- Share their H-E-B Story- overall expectations- likes and dislikes- feedback portion- and questions
Review the TM template and questions (NWFD)
Portion of the meeting to include a section to gather/socialite feedback from the Department Managers on the first few weeks of the TSL's time at the store (SA Region)

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Identify Partners in the following:
LDS/CDS
MI
Scholarship Recipients
SORM
SORL

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Review of TA results
- Time In position
- History of TA results by Manager & Leader
- Avg Performance ratings by Manager & Leader
- Review & Discuss "At Risk" Manager or Leaders

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Meeting to review store stats: managers on  performance management, 30/60/90 day completions, FT/PT ratio, etc. to include any concerns they may have after their initial 30 days of assessing
Is this time to debrief the feedback from the TSL TM questions?
State of the store review

TSL & HRM expectations

Retention Review

dept's of concern

Temp talent- MI, SORM, SORL's that are temporary

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In addition to the transition meeting, the TSL needs to have 1-1 with each DM. Purpose:

learning their H-E-B story

where they are in their career and position

where they want to go- what they are working on

dept goals/focus areas

support the TSL can provide

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1:1 Session with the RTL- State of Talent 

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1:1 Session with the RTL- State of Talent 

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-State of Talent review for their newly assigned store

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Preferably within first two weeks with each DM.

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A "just in time" training component for new top leader transitions. Training covers meal simple updates, eStore, pharmacy, and TSL administrate components.