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Globalisation, diversity and talent management in Walmart China Walmart, the world’s biggest corporate employer, with over 2.3 million associates (employees) worldwide, has developed a sizeable footprint in Asia in less than two decades. With over US$16 billion in sales and 140,000 associates in the region, it is poised for extremely ambitious growth, with a significant presence in China, Japan and India. Over the next five years, Walmart Asia plans to double its outlets and floor space in Asian markets and increase its sales significantly. For Walmart, the ability to get, keep and grow top talent to lead growth is therefore one of the most significant challenges faced in its Asian operation, especially given the unique cultural diversity in the region, the expertise and skill sets needed and the pace at which it hires. Having grown its Asia-region staff to over 140,000 associates in just 15 years, Walmart will more than double this number in the region in the next five. It is using several different tools to achieve this recruitment goal, actively partnering with universities and colleges, attracting graduates and providing thousands of associates with their first jobs every year, giving them training and work experience. It recruits young international leaders through a partnership with global youth organisation AIESEC to attract talent from more than 110 countries and offer them internships in the Walmart Asia office, with subsequent employment in Asian markets. Word-of-mouth recruitment is important, with employees becoming ambassadors for the company and telling friends about the opportunities and experiences at Walmart. This sharing of information about jobs offering competitive wages, benefits and advancement opportunities generates interest from new people wanting to join the company. Recently, Walmart appointed a woman as the new head of its warehouse club business, making her the most senior female employee in the company’s history and one of the three most senior people in the company below chief executive. Walmart tries to be a proponent of gender diversity to capitalise on diverse talent and help the business to grow and develop. Of the 200 million people who shop at a Walmart store somewhere in the world every week, 80% are female, focusing the company on placing women in important decision-making roles. One out of three leaders in Walmart home offices and almost 60% of associates across the Asia region are women; in Walmart China, 21% of store managers are women. Since 2008, Walmart has had Women Leadership Councils in each market to build a pipeline of female talent and to support their progress internally and help them cope externally. Female Leadership Councils have direct access to country CEOs to ensure excellent employment opportunities and training and development programmes for women at all levels. There is also emphasis on diversity in opinions and an open work environment where associates’ suggestions, observations, problems, or concerns can regularly be brought to the attention of management; anyone can phone up or talk face-to-face with staff at any level of supervision.
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