Opportunity

Letter to the Editor: The New York Times "The Corporate Daddy"

On Friday, we published a response to the opinion editorial, “The Corporate Daddy,” by The New York Times columnist Timothy Egan. We also submitted a letter to the editor written by Chesterfield, Virginia, store co-manager William Billups. The New York Times has declined to publish it, so I wanted to share it with you here.

TO THE EDITOR:

RE: “The Corporate Daddy” (op-ed June 20): 

I completely disagree with many of the author’s arguments, and Walmart addresses the factual errors on our website. I want to focus on this statement - 'working at Walmart may not make you poor, but it certainly keeps you poor…'

I can tell you firsthand that this is not true.  I started seven years ago as a part-time sales associate and became the first in my family to go to college, thanks to a Walmart scholarship. I’m now getting ready to lead my own multi-million dollar store.  The reality is that Walmart offers opportunity – a ladder up in life.  And it’s not just me.  Here are some facts: Walmart has 15,000-50,000 job openings on any given day and no special background is required. We promote 170,000 people each year and 40% of those promotions go to people in their first year with the company.  75% of our store management teams started as hourly associates, and it may surprise you to learn they earn $50,000 - $250,000 a year. You can think of it like this: it’s easy to get in, it’s easy to move up, and then the sky’s the limit.  If we had space, I could introduce you to hundreds of thousands of hard-working Americans who are building better lives for their families every day at Walmart.

The author is right that the economy is stalled and that the system is not working for many people, but we're proud to be a place where you can go as far as your hard work and talents will take you.  That’s often called the American dream. I know because I’ve lived it.

William Billups
Co-Manager, Chesterfield, Virginia

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Community

Why Supporting the Military is Gary Sinise’s Mission

The tragic events surrounding the Sept. 11, 2001, terrorist attacks in the United States left actor Gary Sinise asking himself, “What can I do to support our military?” He found the answer in doing what he loves: entertaining.

Although not a veteran himself, Gary became a vocal supporter of American servicemen and women. He began touring with the USO across the U.S. and to military bases abroad, and eventually brought musician friends along to perform. What started as a group just playing together for fun turned into the Lt. Dan Band, named after Sinise’s memorable Vietnam War veteran character in the movie “Forrest Gump.” In the past 13 years, the band has played hundreds of shows, including a recent concert that Walmart sponsored to recognize Medal of Honor recipients.

In 2011, his personal mission to champion wounded heroes, their families and children of the fallen led him to establish the Gary Sinise Foundation. The organization is home to a variety of programs that offer support, raise awareness and provide necessary resources to wounded heroes and active-duty service families. Watch as Sinise shares more about his mission and offers advice on how anyone can support our nation’s military and their families. 

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Opportunity

From Leading Soldiers to Leading Walmart Associates

Following in my father’s footsteps, I joined the Marines before I finished high school.

After returning home from two tours of duty in Somalia and Iraq, I found that similar to many veterans, I struggled with the transition to civilian life. Initially I thought I had only two options: police officer or fireman. I decided on becoming a patrolman, but there were a limited number of openings, and the salary would have made it difficult to support my family.

After much research, I decided to work in retail. I took my first position with Walmart not only because of the secure salary but also because Walmart seemed to be a company that offered equal opportunity to every kind of person. Just like the military, I would be able to prove my abilities and possibly be rewarded for high performance.

Several months after separating from the Marines, when I felt the desire to rejoin the military, Walmart encouraged me to return. I joined the Army National Guard and was eventually called back to Iraq to serve in Operation Iraqi Freedom. I was a lead sniper, in charge of training more than 200 Iraqi policemen and 15 Americans. I was responsible for teaching them everything from leadership to gathering intelligence in a combat environment.

My part in the deployment ended after mortar rounds landed preceding a serious firefight in which I suffered several injuries after mobilizing my men to safely return to camp. I was awarded the Bronze Star with valor for my leadership; however, my recovery took months of surgeries. Today, I’m legally blind in my left eye, and still have some memory issues from a traumatic brain injury. But through all those difficult times, my managers at Walmart were really supportive. They helped me work around my limitations and even flew me to Kansas City to receive the Sam Walton Hero Award in front of 5,000 people.

After my recovery, I learned how to translate my military background to the business world even further. It may sound very different, going from staff sergeant to running a grocery department, but leadership skills remain constant. It’s all about establishing routines, simplifying things for associates, leading them and understanding them. Because of that, I’ve been able to grow my career.

I was recently promoted to Fresh Operations Manager and lead more than 1,000 associates. I work in the field, teaching and training fresh operations in our stores and have remained committed to our troops by supporting Walmart’s initiative to hire veterans. I work with HR to help them understand the different military ranks and how that translates to jobs. In the last five years, Walmart has hired more than 100,000 veterans and we’re a stronger company because of it.

I like to stay involved in supporting veterans in any way I can. I co-founded Helping Hands for Freedom, a nonprofit that supports the families of wounded and fallen soldiers. Most soldiers and their families lack the kind of support I was fortunate to receive from Walmart, so we do everything we can.

It’s great knowing I work for a company that supports my involvement with veterans. My plan is to continue to grow within the company and move up to senior leadership on the grocery side of the business. I want to continue to move forward with my development and growth so I can continue to lead and develop associates across our company.

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Innovation

Checking Your Grocery List, and Getting it Right

People want to save money and time, so it's no wonder online grocery shopping sounds so appealing. Open your browser, click the grocery items you need, and let someone else do the shopping for you – right down to loading them in your trunk, right?

That’s exactly why Walmart will be expanding its online grocery service to nine more new markets this month, such as Columbus, Ohio; Omaha, Nebraska; and Raleigh, North Carolina. But our customers want more than just the ability to click and shop from the comfort of their own homes or workplaces. They want to know the perfect tomato – or better yet, banana or avocado (because those can be especially tricky) – finds its way into their grocery bag every time.

Before we began expanding the service to more markets, we worked tirelessly for quite some time to pilot and modify our online grocery service – and that’s because we’re committed to getting it right every time. The key to how we build a trusting bond with customers rests with our managers and, most importantly, our personal shoppers. We select only the best of the best for this critical role, and each associate undergoes rigorous training.

Selecting great produce and meat is essential. Personal shoppers not only learn the art of selecting these items by look, but also by touch and smell. For example, when a customer selects strawberries, our personal shoppers peek through each side of the carton. Similarly, finding the perfect pineapple or cantaloupe requires extra time – and we make the time. When our personal shoppers are gathering frozen and refrigerated items, they work quickly to select those items and return them to a designated, temperature-controlled holding area to ensure quality is not compromised.

But all the training in the world can’t account for everything. That’s where personal relationships matter.

Our promise to customers is that we’re not just here to gather their groceries. We learn their names.  Over time, we’ll get to know whether they prefer softer or firmer avocados, because we understand that texture makes a difference if you’re adding a slice to a salad or mashing it for guacamole. And as we get to know our customers more, we can begin to know which customers are fans of yellow bananas, and which opt for slightly green for a longer shelf life.

We’re in the business of saving our customers money so they can live better. In our eyes, taking grocery shopping off a customer’s growing to-do list, while ensuring quality and convenience every time – that’s definitely living better.

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Innovation

Open, Scan, Done: The Case for Walmart Pay

Thumbing through multiple gift cards at the register. Scrambling to find the one receipt you need to return an item. Trying to remember whether you need a refill for your prescription or not. We’ve all been there.

But why? We live in a digital world. We receive alerts about news breaking around the world in real time, rather than waiting for the Sunday morning newspaper. We can control temperature in our homes, lock doors and set alarms from our smartphones. So it’s time for the retail industry to step up – to allow customers to shop in new ways.

With the development of Walmart Pay – a new feature built into the Walmart mobile app that allows customers to use a smartphone to pay for in-store purchases – we weren’t focusing on payment for payment’s sake. We set out to marry our physical and digital assets to create a more seamless shopping experience for customers. We designed Walmart Pay to work with almost any smartphone and accept almost any payment type, even allowing for the integration of other mobile wallets in the future. And beginning this summer, it will work at every one of our stores across the U.S.

So, if you take a moment to activate the new Walmart Pay feature on your Walmart App, your next checkout really will be as simple as one, two, three.

If you discover the shirt you bought a few weeks ago doesn't fit, there’s no more keeping up with a paper receipt. It’s now stored electronically and at your fingertips because you’ve used Walmart Pay. Have a handful of Walmart gift cards you’ve been meaning to redeem, but hate the thought of handing them over one by one? Load your gift cards into Walmart Pay, and your balance will be ready with a single scan the next time you check out.

The best part is that none of your payment card information is stored on your phone or at the point of sale. Everything with Walmart Pay is stored in a secure, cloud-based environment. No payment credential is ever transmitted at the physical register, so you can rest easy knowing those details are safe and protected.

More than 20 million customers actively use the Walmart app each month, checking in to pick up an online order at a Walmart store, refilling pharmacy prescriptions, finding an item’s location within a store, and tapping into our popular Savings Catcher feature. When we set out to develop Walmart Pay, we’d asked ourselves how we could make shopping even faster, easier, more convenient and secure for our customers.

We’ll continue to find new ways of merging our physical and digital assets to produce a better, more convenient shopping experience. That’s what our customers demand and it’s what they deserve.

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