Walmart’s employee training programs are designed to ensure job effectiveness. The retailer’s human resource management goals include cost-effective high-performance training to maximize employee productivity. Training and performance management address Walmart’s performance goals in HRM.
This article is part of a series on Walmart’s human resource management:
- Walmart’s HRM: HR Planning, Job Analysis & Design
- Walmart’s HRM: Recruitment, Selection, Employee Retention
- Walmart’s HRM: Training, Performance Management
- Walmart’s HRM: Compensation, Career Development
Employee Training at Walmart
Needs Analysis. There are several types of training needs analysis available. The applicability of each depends on the human resource management objectives of the organization. In Walmart’s case, the following types of training needs analysis apply:
- Work/task analysis
- Cost-benefit analysis
- Organizational analysis
Work analysis is typically used for understanding specific knowledge, skills, and abilities required to fulfill jobs. For this purpose, work/task analysis applies to Walmart’s human resource management, particularly in training needs analysis for most positions in the retail business organization. For example, work analysis applies to the identification of specific task requirements for sales personnel and supervisors.
Cost-benefit analysis optimizes Walmart’s training and human resource management costs. Cost-benefit analysis helps identify which training programs yield the best results with minimal costs. This needs-analysis method addresses the goal of cost-minimization, which is linked to Walmart’s cost-leadership generic competitive strategy.
Organizational analysis helps identify new or emerging human resource management concerns that can be integrated into training programs. These concerns include new HR needs for new Walmart stores, new products, or changes in store layouts, among other factors.
Program Design. Approaches for Walmart’s training program design address qualities prioritized in different job positions in the retail organization. Applicable approaches at Walmart are as follows:
- Results-oriented program design
- Process-oriented program design
Results-oriented training program design applies as a main approach for designing training programs at Walmart. The goal in applying this approach in Walmart’s human resource management is to satisfy the required knowledge, skills, and abilities for each job. This approach is most important for sales positions at Walmart stores, as well as jobs at the firm’s warehouses.
Process-oriented training program design addresses the human resource management objective of maintaining the proper performance of standard procedures. This approach is most suited to standardized processes at Walmart, such as in the case of training programs for employees involved in inventory and supply chain management.
Delivery. The delivery of training programs depends on the job positions and tasks involved. The following delivery methods apply to Walmart’s training programs:
- Discussions
- On-the-job training
- Coaching
Discussions are the most frequently used in Walmart’s training programs. In discussions, the human resource management objective is to deliver basic knowledge to employees. For example, trainers and trainees discuss details of Walmart’s new strategies and products.
Walmart uses on-the-job training as a method applicable to sales employees, supervisors, and some managerial positions. Walmart’s human resource management objective in using on-the-job training is to deliver first-hand experience in performing tasks specific to retail jobs.
Coaching applies to the company’s supervisory and managerial positions. Walmart’s senior managers can coach newly promoted managers or supervisors to orient them to their new positions. The human resource management objective of using coaching is to pass on personal insights and knowledge from the coaches to the trainees.
Evaluation. Walmart’s summative purpose for evaluating its training programs is to determine training effectiveness to guide human resource management in improving these programs. This purpose applies to all training programs at the retail company. Walmart’s descriptive purpose for evaluating its training programs is to determine changes among the trainees upon training completion. This purpose of evaluation applies to all training programs, although the firm may emphasize it more for positions in sales and supply chain operations.
Walmart’s human resource management is result-oriented. In this case, the Kirkpatrick Hierarchical Model is applicable to evaluating training programs. In this model, Walmart collects information, like reactions and the learning progress of the trainees, as well as changes in behaviors. The retailer evaluates the results of training, such as new knowledge and skills and the rate of learning.
Walmart’s Performance Management Practices
Performance Planning. Walmart’s performance planning is based on three main dimensions that relate to the needs of its retail business:
- Customer service orientation
- Decision-making and results orientation
- Analysis and problem-solving
Walmart uses the customer service orientation to address its human resource management concerns in the context of retail as a service business. Walmart emphasizes the customer service orientation in performance planning to ensure that its services satisfy customers.
The decision-making and results orientation is applied for all positions, although it is emphasized in planning for managerial and supervisory positions. Walmart’s human resource management objective in using this orientation is to optimize organizational resilience through effective decision-making.
Analysis and problem-solving are also used for performance planning, but more so for managerial positions. The retailer expects managers to effectively analyze and solve problems in the workplace.
These dimensions apply to performance appraisals. These dimensions are essential to Walmart’s human resource management planning for adequate workforce performance.
Measurements and Standards. Applicable standards depend on the job type, organizational level, and business area in Walmart’s business structure (company structure). For example, the company has productivity standards emphasized for warehouse personnel. Decision-making and financial performance standards are usually emphasized in managerial positions. For frontline sales employees, Walmart’s human resource management puts emphasis on salesmanship. In contrast, standards for problem-solving and planning have more weight in managerial and supervisory positions.
Performance Problems. Walmart’s HRM has approaches for solving performance problems. However, some of the most significant are as follows:
- Productivity losses because of tardiness and absenteeism
- Inaccuracies or errors in recording or reporting
- Negativism or hostility in customer relations or workplace relations
Some productivity issues are linked to tardiness or absenteeism, which Walmart may use as grounds for termination. On the other hand, inaccuracies in recording and reporting can lead to bigger problems, such as the bullwhip effect in the supply chain and related aspects of Walmart’s inventory management and operations management. Walmart’s human resource management provides training programs to minimize errors, inaccuracies, and productivity losses. The company also adjusts its processes and procedures to address the contributing factors linked to such workplace performance problems in retail business.
Negativism at Walmart could lead to lower productivity of sales teams and reduced effectiveness of managerial or supervisory staff. To address this problem, the retailer encourages employees to participate in organizational activities, including social activities. Also, the company provides benefits and incentives to help reduce negativity in the workplace.
Walmart’s human resource management is always on the lookout for other performance problems that can be solved through HR training, performance management, compensation, and related approaches.
References
- Farndale, E., Horak, S., Piyanontalee, R., Puffer, S. M., & Vidović, M. (2025). Looking back to look forward: Disruption, innovation and future trends in international human resource management. International Business Review, 34(1), 102362.
- Paauwe, J., & Van De Voorde, K. (2025). Bridging the research-practice gap in modern human resource management. Human Resource Management Review, 35(2), 101076.
- U.S. Department of Commerce – International Trade Administration – Retail Trade Industry.
- Walmart Inc. Form 10-K.
- Walmart Inc. Policies and Guidelines.
- Working at Walmart.
- Zhang, M., & Devi, S. (2024). Toward a theory of motivation and performance for organizational employees: A case study of a Walmart store in the USA. Public Administration Research, 13(2), 1-9.