Walmart has recently unveiled two programs that could bring
big benefits to employees. One program is designed to provide
caregivers with the training they need to re-enter the workforce,
while the other is designed to cover
tuition for employees pursuing retail-related degrees. With the
initiatives, Walmart aims to improve employee retention rates and engagement,
while also drawing in new workers.
As the world’s largest private employer, Walmart’s actions
often have a ripple effect beyond its own corporate boundaries.
The RTP team discusses whether the value of these programs
for Walmart and what other retailers can learn from the strategy.
Debbie Hauss, Editor-in-Chief:
This move sets a good example for other retailers looking to improve employee
retention and motivation, not to mention employer-employee relationships. It’s
no secret that Walmart has been called
out on employee satisfaction time and time again. It may be
futile for Walmart to try to salvage its public image when it comes to job
satisfaction, but you have to applaud certain efforts, such as increasing
hourly pay and these new moves to help caregivers get back into the workforce
and to help students get college degrees. It’s probably difficult to impossible
for small businesses to make a similar offer, but the takeaway should be a
focus on building strong relationships with employees using whatever means
makes sense. For example, find out what charities or health initiatives
are important to your employees and help make a difference.
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Adam Blair, Executive
Editor: Even if it’s being motivated
by record low unemployment numbers that make qualified workers scarce, Walmart deserves applause
for both of these programs. The return-to-work program, designed to provide
training and skills upgrades for people that have spent time caregiving,
addresses a key societal problem: the “sandwich generation.” These are the
folks who so often need to take time away from paid work to care for children
or aging relatives. The fact that an employer as big and influential as Walmart
acknowledges that returning to work can be a challenge for these people seems
to be a step in the right direction, and hopefully one that the retailer will
expand. The college tuition aid program addresses another stark reality: as
technology becomes a bigger part of everyone’s work life, we all need more
education simply to keep up. I also like that the program doesn’t require
upfront payments by Walmart employees, who often are living paycheck to
paycheck.
Glenn Taylor, Senior
Editor: I have to give credit to Walmart for its continued investments in
employees. What once felt like a move that was purely PR-driven with the companywide
wage increases has now expanded to many different areas that add
value to the employee experience. While there certainly is a long road ahead to
boosting the overall worker happiness climate at Walmart, other retailers
should be taking notes on what matters for employees. Walmart has more capital
to invest, but other retailers could at the very least smart small. Programs such as college tuition coverage can be tested
as a pilot with a select few employees; or caregiver training could occur in a
few stores in a select region. Workforce environment programs always seem like
they can be arduous to build out, but the only way to know if they can be
successful is by introducing them to a subsection of people first. That way,
it’s less intimidating and retailers can get an eye on the success rate without
having to invest too much money.
Bryan Wassel,
Associate Editor: This move represents the latest in a line of employee
initiatives spearheaded by Walmart, and is in some ways one of the most
profound. While other retailers can and have offered raises, Walmart is
utilizing its size and clout to better the lives of its employees in ways that
will help them for years to come. While there might be an upfront cost for the
retailer, it will come with long-term benefits: people will remember the
company that paid for their training, which will increase their loyalty as both
employees and shoppers. The tuition coverage may prove to be a particularly
forward-thinking move, as the retailer is grooming a future generation of
managers both at the store level and beyond, and it will have the first
opportunity to promote the associates who show the most promise.
