Walmart’s Open Door Communications Policy and Walmart Performance Expectations Shared with Applicants and New Hires

Walmart’s Open Door Communications Policy and Walmart Performance Expectations Shared with Applicants and New Hires

Wal-Mart communicates its performance expectations to new hires through the open door policy and spark sessions. The open-door policy mandates associates to communicate any concerns, ideas, or suggestions they have to their immediate supervisor. This policy strengthens the relationship between management and associates as they collaborate in trouble-shooting raised concerns or devising ways to ensure suggested ideas reach the executive board for possible implementation (Open Door Communication Policy, 2012). The open door policy also helps associates accept performance reviews issued by their department managers and create goals to perform better in the future as communication between the review participants is honest, open, and clear.

Similarly, the spark session improves the bond between management and associates as the two parties discuss concerns experienced during the month and brainstorm collaboratively to gain solutions to these issues. Lastly, the spark sessions help Store Managers understand reasons for under-performance by their hourly associates through meetings where honest and open expression of concerns is encouraged (Wal-Mart Performance Expectations Shared with Applicants and New Hires, n.d.). After spark sessions, Store Managers acquire adequate data to help guide the underperforming associates in establishing goals that will help them reach their expected performance levels by the next review.

Wal-Mart’s Open Door Communication Policy guides open expression of ideas, suggestions, and concerns by associates to managers without fear of being punished. The policy also creates an environment of trust by ensuring issues yet to be resolved remain confidential. Further, associates are encouraged to escalate their concerns to next-level managers if they are ignored by their immediate supervisors (Open Door Communication Policy, 2012). These elements of the Open Door Communication Policy create a listening and open communication culture at Wal-Mart if strictly adhered to by associates and management.

The four-part post-hire strategy requires Store Managers at Walmart to oversee the computer-based learning programs new associates are subjected to for 30 days. The manager checks if associates have learned any new concepts (LEARN IT), if they can practice learned concepts (PRACTICE IT) if they can demonstrate what they learned (DEMONSTRATE IT), and if there is need to improve using communicated guidelines (COMMUNICATION) (Wal-Mart Performance Expectations Shared with Applicants and New Hires, n.d.). The strategy is effective as it helps associates graduate with excellent computer skills that they will apply when assigned their roles to help Wal-Mart achieve its set goals, mission, and vision.

References

Open Door Communication Policy [PDF]. (2012, August 10).

Wal-Mart Performance Expectations Shared with Applicants and New Hires [PDF]. (n.d.).

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ASSIGNMENT INFORMATION

Read about Walmart’s Open Door Communications Policy and Walmart Performance Expectations Shared with Applicants and New Hires. I SEND THE FILES PDF.

Select two of Walmart’s techniques for Communicating Performance Expectations and discuss the following for each:

Its usefulness in establishing effective and supportive connections with other associates and management

Its usefulness in establishing communication channels to receive and respond to guidance on performance expectations

Explain how Walmart’s Open Door Communication Policy reflects a tradition of open communication and a culture of listening.

Summarize the effectiveness of the four-part, post-hire strategy (LEARN IT, PRACTICE IT, DEMONSTRATE IT, COMMUNICATION). Why is this strategy so important?

Create your response in a written assignment consisting of 275-400 words.