2015 Global Responsibility Report

Hiring diverse talent

The importance of creatively reaching top talent around the world has never been greater. So, in addition to investing in such areas as college relations, social media engagement and virtual interview technology, we’re collaborating with universities and other organizations directly to address the most significant issues within the talent pipeline itself. Together, we’re proactively working to address specific needs, which will result in a stronger, more diverse talent base to draw from moving forward.

Strengthening key educational fields in the U.S.

The economic prosperity of any nation is closely tied to its success in the fields of science, technology, engineering and mathematics (STEM). With the performance of U.S. students in these vital fields on the decline, President Barack Obama has set a priority of strengthening the pipeline of skilled teachers in these areas and increasing the number of students enrolled.

At Walmart, we recognize the significance of this priority for our own business as well as for the future of our nation. This year, our Walmart Innovation Lab — which specializes in building products to seamlessly integrate the online and in-store shopping experiences for millions of customers — will sponsor more than 300 students for group lab tours. This outreach also includes several tech talks and innovation roadshows for students majoring in computer science and various engineering disciplines at major universities across the country.

Walmart continues to support organizations like the STEM Education Coalition, which works to inform federal and state policymakers on the critical role that STEM education plays in U.S. competitiveness. Through our collaboration with this and other initiatives, we’re leveraging our experience and resources to help build a promising future.

Diversifying the international legal pipeline

Last year, we identified an opportunity to strengthen the Walmart Legal department by diversifying the pipeline of attorneys serving our international markets. Through conversations with internal and external stakeholders in our Latin American markets, we determined English proficiency and professional networking skills represented the most significant hurdle for law students seeking jobs in Chile.

In October 2014, we announced a first-of-its-kind program aimed at delivering on this specific need and, in turn, contributing a stronger pipeline of legal talent in Chile. Walmart International pledged to provide English lessons and create clerkships for 12 law students from local universities for three years. We are also collaborating with Walmart Legal in Chile to incorporate this model into law schools across the country.

Developing Diverse Talent

At Walmart, we‘re very intentional about attracting and growing a diverse associate population, while offering an engaging and inclusive workplace. We’ve increased representation of women and people of color throughout management ranks.

Promoting the inclusion of people with disabilities

As part of our Champions of Diversity program, Walmart Chile collaborates with nonprofit organizations to promote the inclusion of associates with disabilities. A task force works to identify and understand the specific needs of associates with disabilities and collaborates with nonprofit organizations to work to address those needs. The program continues to be lauded by NGOs and public service organizations in Chile.

Focusing on female executive leadership

In Mexico, our Female Executive Leadership Education program is designed to provide the skills and resources for female associates to advance to higher roles within the organization. Last year, 118 female associates across Walmart Mexico who were invited to participate in the program graduated.

Enrique Palacios: ‘Discovering his calling’

When Enrique Palacios was hired as a part-time Tire and Lube Express tech at a Walmart store in Pensacola, Fla., 13 years ago, he was working toward a business degree and searching for an opportunity to put it to use. Becoming an eye doctor was one of the furthest things from his mind. But, after trying his hand in a variety of departments and positions, an opportunity to manage the store’s vision center opened — and a light went on.

“The one-on-one patient care we provide in the vision center, along with the small business management experience, was exactly what I’d been looking for,” Enrique said. “My wife, who was also a Walmart assistant manager, got hooked and became a vision center manager at a neighboring store. Within two years, I decided I wanted to take the next step in my own personal development by returning to school to become an eye doctor.”

By this point, Enrique had been out of school for several years, but Walmart helped make it possible for him to turn his dream into reality. When he enrolled at Southern College of Optometry in Memphis, Tenn., Walmart arranged a transfer so he could continue working at the vision center at a nearby store on weekends. That arrangement continues today, as Enrique completes his third year of school and prepares for an externship at the Memphis VA Medical Center. He’s on track to graduate in May 2016.

“Without Walmart and the way I was encouraged to explore my interests, I may never have developed my passion for optometry,” Enrique said. “Walmart is the reason I want to become an eye doctor.”

Taeko Nirasawa: ‘Embraced for who I am’

As a mother to three daughters, Taeko Nirasawa certainly has priorities beyond her career as manager of the Seiyu store in Kamisugi, Japan. But she says she has always been encouraged to tap into her point of view as a mother and housewife to strengthen her teams and grow her career.

“When you build a great team, it’s a lot like having another family,” Taeko said. “If you respect your fellow associates, you’ll create a great team. I make sure I greet them every day, talk with them and, most important, listen. I’m here to help them grow and accomplish their goals, not just my own.”

Hired into the Endo chain in 1987, Taeko became an assistant manager at the Kita-Sendai store in 2008 and was promoted to co-manager by 2010. Since becoming store manager in Kamisugi last year, she has become focused on helping other female associates who aspire to become managers realize that goal.

“I’ve been embraced for who I am and I want to be a role model for others,” she said. “I motivate the people I work with because I know anyone can make a career here with hard work.”

 
Challenges: Diversity and inclusion

From a global perspective, diversity is defined differently in various countries. In addition, tracking and reporting is a challenge due to the multiple HRIS platforms in our various markets. Because of these opportunities, representation of women is the only metric that is tracked in each country. We recognize that we need to continually develop strategies and tactics for STEM talent and women of color.

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