Training and Development for Effective Customer Service at Walmart Germantown

This article discusses the training needs assessment for Walmart Germantown, Maryland branch, which has a problem in effective customer service. The article suggests that training is required for all employees on customer service, in addition to training the management on hiring the right people for the right job.

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Introduction
Walmart stores is one of the world’s leading employer and distributor of a variety of
customer products across the globe. However, one of its stores, that is the Walmart
Germantown, Maryland branch has a problem in effective customer service, which is a
training issue that needs to be addressed, assessed and fixed. The store is not able to keep up
with the overload of customers they serve daily. This implies that a training needs assessment
is required after which all the employees need to be offered practical training on customer
service, in addition to training the management on hiring the right people for the right job.
Training Outcomes based on the TNA
According to the TNA, it is clear that the issues surrounding Walmart Germantown,
Maryland is ineffective customer service. The expected primary training outcomes include
increased turnover and profit, improved reputation and standing, and improved uniqueness
and individuality.
Adequate training of the clerks and front-end cashiers and other employees that directly
interact with customers will result to confident and competent customer service team, thus
increasing the organizations turnover (Newman, Thanacoody, & Hui, 2011). This is because
the company will attain high retention levels, acquisition of new customers, minimize
employee turnover, and improve bottom-line sales. The ability of the company to boost the
quality of its service will improve customer satisfaction and loyalty thus leading to increased
profit (Salas et al., 2012).
A lousy buying experience will negatively affect the organization’s reputation irrespective of
its low prices. Customers will always spread their buying experience to their families or
friends through word of mouth, and this can negatively or positively affect the business based
on the experience. Zhu & Zhang (2010) asserts that well trained, motivated and

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knowledgeable labor force on customer approach will create customer satisfaction and
favorable reviews and recommendations. Employee training can also lead to organizational
uniqueness in a market that majors in low-pricing competition. This is because the
organization will develop an exemplary customer service staff that will offer quality customer
service (Berger & Berger, 2010).
Expected Performance Outcomes Due To the Training
Effective employee training in product knowledge and store involvement will lead to higher
productivity of the staff. The well-trained workforce will show improved productivity and
quality work (Fong et al., 2011). This is because training will increase skills of the workers in
the performance of their duties such as increasing employee product knowledge. This will
improve customer satisfaction because customers will get prompt responses to their inquiries
on product information and their location. Additionally, this training will ensure that the
employees are equipped with necessary skills on how to become approachable and be
welcoming to customers (Elnaga, & Imran, 2013).
Customer approach training will also lead to higher morale amongst the workforce. Proper
training will increase employees’ confidence because it molds their attitude to obtain greater
cooperation and loyalty. This will reduce employee complaints and general dissatisfaction at
work which will be reflected in the handling of customers (Salas et al., 2012). For instance,
there will be seen welcoming gestures in the employee when dealing with customers.
Management training will also ensure that only the right candidates are employed for the
right jobs. Negative reviews on customer service mean that the employees are directly
handling the customers are incompetent and this can be attributed to ineffective recruitment
selection practices by the management (Goetsch, & Davis, 2014). Thus, management training
will ensure that the issue is resolved at the source.

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Performance Gaps and the Role of Training
The recommended training needs recommendations are categorized into two namely
management training and employee training objectives. Under management training
objectives, the training programme focuses on recruitment and skills to job matching.
Training on recruitment and skills to job matching focuses on ensuring that only competent
candidates are recruited for given jobs. This will provide a skilled labor force which will be
useful in customer service delivery thus reducing negative customer recommendations and
review (Berger & Berger, 2010). Employee training in customer approach, product
knowledge, and store involvement will ensure useful customer service. Training in customer
approach will ensure that employee are approachable by the customers and are welcoming
thus increasing customer satisfaction, retention, and loyalty (Tooksoon, 2011). Whereas
employee training in product knowledge and store involvement will ensure that employees
are conversant with various product information and their location thus enabling them to
offer timely responses to customer inquiries which will further increase their satisfaction and
generate an excellent reputation for the organization through positive reviews and
recommendations (Tooksoon, 2011).
Conclusion
The Walmart Germantown, Maryland branch is under a serious threat of failure if the
identified issues on employee training are not addressed effectively and in time. Both the
management and the employees need to undergo effective training because any previous
training has proved to be inadequate and ineffective based on the training needs assessment.

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References
Berger, L. A., & Berger, D. R. (2010). The talent management handbook: Creating a
sustainable competitive advantage by selecting, developing, and promoting the best
people. McGraw Hill Professional.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European
Journal of Business and Management, 5(4), 137-147.
Fong, C. Y., Ooi, K. B., Tan, B. I., Lee, V. H., & Yee-Loong Chong, A. (2011). HRM
practices and knowledge sharing: an empirical study. International Journal of
Manpower, 32(5/6), 704-723.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence.
Upper Saddle River, NJ: pearson.
Newman, A., Thanacoody, R., & Hui, W. (2011). The impact of employee perceptions of
training on organizational commitment and turnover intentions: a study of
multinationals in the Chinese service sector. The International Journal of Human
Resource Management, 22(8), 1765-1787.
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of
training and development in organizations: What matters in practice. Psychological
science in the public interest, 13(2), 74-101.
Tooksoon, H. M. P. (2011). Conceptual framework on the relationship between human
resource management practices, job satisfaction, and turnover. Journal of Economics
and Behavioral Studies, 2(2), 41-49.

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Zhu, F., & Zhang, X. (2010). Impact of online consumer reviews on sales: The moderating
role of product and consumer characteristics. Journal of marketing, 74(2), 133-148.