Wal-Mart Strategy Implementation
Wal-Mart’s achievement in Human Resource Management is retaining their manpower of 1. 3 million from recruiting into a union, increasing to it and following other HR strategies to more Wal-Mart’s achievements. Wal-Mart would never have been capable to extend and attain these achievements without hiring and taking care of quality workers around the world. Major Wal-Mart’s human resource practices involve; worker selection, training, evaluation, compensation, and advancement; worker recruitment on school/college/universities; and worker training and development.
Moreover, when many companies have decelerated their hiring of new workers, Wal-Mart has searched more methods to appeal workers to compensate for their more growth during the upcoming five years (Armour, 2002). 2. Traditional HRM functions in the Wal-Mart Company When we look at Wal-Mart’s Human Resource Management, one of the significant perspectives is Wal-Mart’s worker advancement plan. Presently, 65% of the Wal-Mart’s managers started working hourly jobs, like cashiers (Armour, 2002). Wal-Mart has followed many strategies to guarantee that there are options for their workers to progress through the levels so to speak.
This provision of options to move past low-paying hourly wage employments certainly is one of the factors that Wal-Mart was surveyed as Fortune magazine’s most preferred firm and was attributed as the top firms to serve for in the U. S (Useem, 2003). 2. 1. Policies for employee selection, training and evaluation In the system of worker selection/recruitment and worker training and development, Wal-Mart has focused on school/college/university students to enhance their manpower in UK and other European countries.
Wal-Mart attains this recruitment by fanning out more than 80 college campuses (Armour, 2002). When they are at these institutions, they are capable to extend their demographics by considering minority sodalities that takes every kind of people from various backgrounds, races, and genders in the Wal-Mart group. With a broad variety demographic for manpower, just works to draw more professionals to search job with Wal-Mart as they are capable to present that they practice a sophisticated hiring procedure.
In addition to this recruitment, Wal-Mart has implemented an advance measure with school/college students by giving management training for students when they are studying so they are more educated after completing their graduation (Armour, 2002). This plan gives the aim of making students think about careers with Wal-Mart, and during the last couple of years, the plan has made great achievements. The outcomes of these Human Resource practices speak for themselves.
Wal-Mart has attained a high retention ratio for their workers, and the evidence of this is their concentration on increasing their manpower during the upcoming five years by employing 800,000 more workers getting the total more than two million (Armour, 2002). Regardless of the statistics that Wal-Mart’s workers are underpaid and not leveraging advantages, Wal-Mart has not wavered. Workers, about 60%, have gone on record stating they work with Wal-Mart as the advantages enable them to look after their families (Armour, 2002).
If workers were not happy and resigning at a considerable ratio, then the concentration would be on getting these vacant positions filled despite extending their manpower. 2. 2. Policies for employee’s compensation This was to encourage them to have a dynamic interest in the working of the firm. A mechanism of performance connected compensation and bonus guaranteed that workers gave best contribution to the company in many countries. Major characteristic of Wal-Mart’s human resource strategy was that the firm never allowed overtime duty.
It did not permit senior officials to overload workers with work (The good and bad of Wal-Mart). 2. 3. HRM policies and practices to retain employees The management strived to develop a positive and delightful environment in the Wal-Mart. in USA, Wal-Mart was among the first firms to put in profit sharing and stock plans for its workers. When it went public Wal-Mart started its “Profit Sharing Plan”. The plan gave a chance to its workers to enhance their income affected by the profits of the store.
Workers were also given stock plans and store discounts (The good and bad of Wal-Mart). 3. Conclusion Wal-Mart was aware that workers had a critical role in the achievement of a retail business and bestowed much significance to them. To impart a spirit of equality and oneness among workers, the firm followed the plan of terming workers ‘associates’, and developing in them a feel of belonging and participation in Wal-Mart’s practices and achievements. Walton knew that if he regards their workers, they would look after the consumers in the similar way (The good and bad of Wal-Mart).
1. Armour, S. (2002, 25 August). While hiring at most firms chills, Wal-Mart’s heats up. USA Today. Retrieved from: http://www. usatoday. com/money/industries/retail/2002-08-25-walmart-employment_x. htm 2. Useem, J. (2003, February). One Nation Under Wal-Mart. Fortune Magazine. 3. The good and bad of Wal-Mart’s culture. (2003). Retrieved from: http://www. icmrindia. org/casestudies/catalogue/Human%20Resource%20and%20Organization%20Behavior/HROB037. htm