Hrm of walmart

Human Resource Management

1. HRM OF WALMART Group Members Neelma Ansari Arshad Khan Arbaz Akram Danish Khan Submitted to Mr. Sial Department of Electrical Engineering NUML Islamabad

2. Contents What is Walmart? Mission & Vision HR planning Job Analysis and Design Recruitment Practices Employee Retention Programs Training Career Development

3. What is Walmart An American multinational retail corporation  O perates a chain of hypermarkets, discount department stores, and grocery stores . Headquartered in Bentonville, Arkansas, F ounded by Sam Walton in 1962 Walmart has 11,718 stores and clubs in 28  countries.

4. Walmart’s Vision & Mission Vision statement: “ To be the best retailer in the hearts and minds of consumers and employees. ”  Mission statement is “ Saving people money so they can live better. ” 

5. Walmart’s HR Planning Forecasting : Walmart’s HRM forecasts its workforce needs to ensure capacity to address changes in consumer demand. These three are the most notable at Walmart: Bottom-up approach Trend analysis Delphi method

6. Continued… Bottom-up-approach The company starts forecasting HR needs of frontline employees and then proceed to analyze HR needs at the next higher level of the organizational structure. Trend Analysis Used to determine HR needs along with the company’s global expansion. Delphi method It forecasts future HR needs based on expert opinion

7. Surplus & Shortage of Employees . Walmart uses the following approaches to determine HR needs and prevent surpluses or shortages: Sales performance analysis Turnover rate analysis Gap analysis Walmart’s HRM changes recruitment efforts based on changes in sales performance, which is an indicator of HR needs. 

8. Continued… Turnover   The rate at which Walmart’s human resources leave and/or are replaced. Turnover , together with the rate of recruitment, is an indicator of changes in the size of the company’s workforce.  G ap analysis Used to determine the gap between HR needs and actual HR capacity.  C ompany has a gap threshold . When the HR gap exceeds the threshold, Walmart’s HRM increases or decreases recruitment efforts.

9. Balancing Supply and Demand Walmart balances HR supply and demand by adjusting the compensation strategy and recruitment efforts . These adjustments are based on trends in internal human resource demand and the rate of applicant entry . Following approaches are used to balance HR supply and demand: Changes in recruitment Changes in compensation

10. Job Analysis and Design at Walmart

11. Organizational Design Walmart’s organizational structure is a hierarchical functional structure . This organizational structure makes it easy to specify distinct characteristics for each job. Hence, Walmart has clear and distinct definitions for every job position and level of the structure .

12. Methods of Job Analysis Work-oriented job analysis The company applies work-oriented job analysis for sales positions. The purpose of this method is to provide information about tasks and outcomes. Worker-oriented job analysis This method provides information on interpersonal, cognitive and perceptual abilities. Walmart uses this method to analyze managerial jobs .

13. Job descriptions As the largest retailer in the world, Walmart has a wide variety of job descriptions. Nonetheless , the firm’s HRM uses the following criteria for job descriptions: Position Functions Duties Performance standards Job factors Job knowledge

14. Job specification The company has a wide array of job specifications. In general, there are essential attributes and desirable attributes included in all job descriptions. For sales positions, Walmart’s HRM specifies  essential attributes as follows: Communication skills Knowledge of the business Knowledge of products

15. Walmart Recruitment Practices

16. Internal & External Recruitment Internal  recruitment The following are the most significant in the company: Current employees Trainees Transfers E xternal   recruitment The following are the most significant for the firm: Respondents to job advertisements Campuses Previous applicants

17. Selection Criteria Walmart’s HRM uses analytical and problem-solving abilities and conflict management skills for supervisory and managerial positions. Supervisors and managers are expected to analyze and solve problems, and resolve conflicts in the workplace .

18. Employee Retention Programs Employee retention is a critical concern for Walmart because company suffers from relatively high turnover, especially among hourly sales employees. To address this situation, the company’s HRM uses the following retention strategies: Recognition Bonuses Training and development Promotions Academic credit

19. Employee Training at Walmart

20. training Procedure Needs Analysis Work/task analysis Cost-benefit analysis Organizational analysis Delivery Discussions On-the-job  training Coaching Evaluation Walmart’s summative purpose for evaluating its training programs is to determine training effectiveness to guide HRM in improving these programs. 

21. Continued… Performance Planning Customer service orientation Decision-making and results orientation Analysis and problem-solving Performance Problems Lost productivity because of tardiness and absenteeism Inaccuracies or errors in recording or reporting Negativism or hostility in customer relations or workplace relations

22. Career Development at Walmart

23. Individual-Organization Matching Walmart’s HRM uses direct and indirect methods in evaluating individual-organization match . Direct method Walmart collects information from employees regarding their perceptions about the company . Indirect method To determine the overall person-organization match throughout the global organization of Walmart.

24. Career Opportunities and Requirements Walmart’s HRM determines career opportunities and requirements based on different variables, including: Job analysis results Employee selection criteria Employee interests Employee knowledge, skills and abilities (KSAs)

25. Career Development Initiatives It supports the HRM goal of improving the workforce, especially in filling leadership or managerial positions. Walmart’s approaches in instituting its career development initiatives are: Coaching Training APU partnership

26. Walmart’s Compensation Strategy Basic Pay   At present, the company’s minimum hourly wage is $7.25, which is significantly below the national average of $9.93 . T he firm plans to increase its minimum hourly wage to $10.00.  The HRM expects that these changes will improve the workforce, especially with regard to employee retention.

27. Benefits Walmart has a considerable list of benefits. The following is an overview of these benefits: Company-matched 401(k) contributions, up to 6% of salary Associate stock purchase plan with company match Associate discounts Comprehensive health insurance plan

28. Incentives Walmart offers many incentives for its workers. For example, the company gives recognition to high-performance employees. The optional APU credits are also incentives to motivate workers to improve their knowledge, skills and abilities.

29. Conclusion HRM is of strategic importance to walmart Top managers should pay more to everyday employment management as it is what they face everyday. Walmart should play more positive role in training and using its HR and cultivating better organization culture All this may prove more cost-saving and fulfill the philosophy of Sam Walton’s, “Bringing more value to customers”.