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Walmart’s workforce of more than two million employees in the US faces pressures familiar to all global retailers, from automation and AI to chaotic economic conditions and changing customer behaviors.
But for the world’s largest retailer, tackling those challenges starts with the people themselves. Donna Morris, Walmart’s Executive Vice President & Chief People Officer (recently named 2025 HR Executive of the Year by one publication), explains that building engagement, preparing employees for future-ready roles, and harnessing technology all begin with a focus on listening and investing in talent.
Listening and engagement
“At Walmart, our workforce spans markets, segments, backgrounds and roles, and strengthening engagement starts with a deep commitment to listening and acting upon feedback,” she says. “We use a variety of listening channels - engagement surveys, open forums, digital feedback tools, and direct conversations - to ensure every associate has a voice. Acting on feedback, closing the loop and communicating transparently about what’s changing truly build trust and engagement.”
Engagement is ultimately about ensuring every associate feels connected to our purpose of helping people save money and live better
The strategy is both quantitative and qualitative, requiring the usual close attention to data and key indicators, but also conversational feedback from employees.
“We measure the impact through both quantitative and qualitative means. Participation rates in surveys, retention statistics, internal mobility and associate satisfaction scores are all key indicators. But we also look at the stories behind the numbers. We want to know how associates describe their experiences, the pride they feel in their work and the sense of belonging they express. Engagement is ultimately about ensuring every associate feels connected to our purpose of helping people save money and live better.”
Morris subscribes to the notion that creating and measuring engagement isn’t just about metrics. It’s about creating a workforce that feels valued and connected, with the opportunity communicate with leadership.
Opportunity and recognition drive careers
Walmart has established a strong link between employee engagement and career longevity, by showcasing the career journeys of some of its longer-serving employees.
“We believe in the power of opportunity at Walmart. Many of our leaders started in entry-level roles and have grown their careers here. We make it a priority to showcase these journeys, so associates can see what’s possible for their own futures. We invest heavily in training and development, offering everything from on-the-job learning to formal education programs, including debt-free college degrees and opportunities to earn skills certificates. We also provide mentorship and leadership development opportunities to help associates envision and achieve their next step.”
Recognition and awards are key to reinforcing that culture creating both small and big picture outlooks to drive motivation and, ulimately, retention.
“Recognition is woven into our culture as well, whether it’s a simple thank you, a formal award, or celebrating milestones;” says Morris. “We make sure associates know their contributions matter. Finally, we connect every role to our larger mission, so associates understand the impact they have on customers and communities. When people see a future for themselves at Walmart, and know their work matters, they’re motivated to stay and grow with us.”
Embedding AI into learning and development
Spotlighting career progression and celebrating contributions creates a sense of purpose and clarity in long-term career paths. Meanwhile, technology is also playing a role in how Walmart develops its workforce.
“The rapid acceleration of AI is ushering in a transformative moment in the ways we work,” explains Morris. “At Walmart, we are people-led and tech-powered and our aspiration is clear: to build a future where technology enhances and amplifies the best of our associates.
“We’ve democratized access to AI tools and learning resources. Early on, we found associates weren’t always sure which tools they were allowed to use, and some hesitated to engage or use personal accounts to explore. To address this, we quickly stood up an internal resource that houses all the latest tools - both internal and external - and clearly notes which are fully approved, which should be used with caution, and which should be avoided. Alongside this, we provide a single source of truth for learning resources, so if an associate wants to learn how to build a CoPilot agent, for example, they can find everything they need in one place, including real-world examples from other teams.”
By embedding learning into the flow of work and making it accessible, relevant, and actionable, we empower our people to grow with Walmart and adapt to whatever the future holds
The firm encourages experimentation alongside structured learning, hosting initiatives like the Global People Innovation Games, a science-fair style showcase of AI projects developed by associates.
“At Sam’s Club, we were one of the first retailers to equip frontline managers with enterprise-grade AI tools like ChatGPT,” she adds.
“This enables real-time decision-making on the club floor, helps eliminate millions of repetitive tasks, and opens up new training opportunities—transforming work across clubs and preparing associates for future-ready careers. By embedding learning into the flow of work and making it accessible, relevant, and actionable, we empower our people to grow with Walmart and adapt to whatever the future holds.”
Like many employers, Walmart presents the adoption of artificial intelligence as empowerment, rather than a career threat, creating opportunities to automate routine work while enhancing human capability.
“The most profound impact of AI may be the degree to which existing roles evolve. Broadly, organizations and jobs will be reshaped given the opportunity AI provides. We’re investing in upskilling and reskilling so associates are ready for the jobs of tomorrow. This includes training in digital literacy, data analytics, and AI. We’re focused on building adaptable, resilient teams who can thrive in a fast-changing environment.”
“AI is being infused into every function and segment of our business. From front-line associates using AI-powered tools at Sam’s Club, to technologists developing new platforms, every part of our organization is leaning into an AI-powered future. By supporting our people through transitions and giving them the tools to succeed, we’re building a workforce that’s ready for whatever comes next.”
The evolution of HR
What’s the point of winning an award if you can’t use it as a platform to help your peers with a few well-chosen bits of advice? On that note, Morris gives her two cents on the future direction of the CHRO (CPO) role and HR more generally.
“The rapid pace of change places a new responsibility - and a tremendous opportunity - on HR,” Walmart's CPO says. “The role must evolve from service provider to strategic architect. That means partnering with the business to reshape how organizations are designed, leading large-scale change management efforts that align technology with culture, and developing the workforce of the future through reskilling and upskilling programs.”
Create a culture where everyone feels they belong, where diverse perspectives are valued, and where people are empowered to contribute their best
Once again, as HR tends to do, it comes back to people, she suggests.
“Always start with your people. Listen regularly and invest in their growth, professionally and personally, and ensure your development programs are accessible and relevant to all. Create a culture where everyone feels they belong, where diverse perspectives are valued, and where people are empowered to contribute their best.
“Be intentional about removing barriers to innovation. Encourage experimentation and share ideas - sometimes the best innovations come from the ground up. Use data to inform your decisions, but also trust your instincts and values. Be transparent about challenges and progress, and celebrate wins along the way. The most successful organizations are those that put people at the center of everything they do. When you invest in your people, you’re investing in the long-term success of your business and the communities you serve.”
