Building Careers for the Future
Walmart is taking a people-first, tech-powered approach to the associate experience.
AS TALENT SHORTAGES PERSIST, MANY company leaders have found themselves in a desperate search for quality talent to join their workforces. But what many often forget is the right person for the job could be someone who’s already there, waiting for the right opportunity. To ensure these associates don’t get overlooked, industry leaders such as Walmart and Sam’s Club are creating a culture that prioritizes internal growth, learning, and development.
“We consider our ability to attract and retain talent—helping our associates grow their careers with us—a critical factor in our success,” says Donna Morris, chief people officer, Walmart. “At the end of the day, if you don’t have enough of the right people, you don’t have a business.”
The company’s mission to help people save money and live better begins with its employees. With approximately 2.1 million associates worldwide—and 1.6 million Walmart and Sam’s Club associates in the U.S. alone—its impact is far-reaching. That’s why the world’s largest retailer connects people to internal opportunities by investing in skills-based development and hiring, as well as digital tools.
“If change is the only constant, how do you create a workforce that’s agile and able to adapt?” asks Morris. “We’re very much investing in digital and ensuring we’re equipping associates with the tools and skills for the future.”
As part of its commitment to invest $1 billion in career-driven training and development by 2026, the Bentonville, Ark.–based retailer is investing in new skills training and career pathways to help Walmart and Sam’s Club associates fill approximately 100,000 higher skilled, higher paying, in-demand jobs within the company. This includes leadership roles in stores and clubs, as well as areas such as technology, health and wellness, and the organization’s private fleet of truck drivers—critical, growing parts of its evolving business model.
The company continues developing new digital tools that simplify work for associates, including the internally built Me@Walmart and Me@SamClub apps, which allow associates to manage schedules, locate merchandise, and get quick answers for customers. By emphasizing practical skills, experience, and on-the-job learning rather than requiring degrees and certifications, Walmart has opened new paths to promotion. This drives retention in an industry known for high turnover.
“As we build our business for the future, we start with our associates,” says Morris. “From hiring to development and retention, we want to provide an environment where people grow and learn as we serve customers and members in new ways.” ■