Josh Hallam

Team Lead

I had three different management positions at Wal-Mart.

My first was a Claims Supervisor, and I was in charge of making sure all customer returns were shipped back to our return center according to Department of Transportation law. The other big part of my job was being in charge of compliance for hazardous waste and safety in the store.
My next position was a Support Manager. After the store manager and the rest of the management team leaves for the day, one assistant manager and a support manager run the whole store until we leave and the overnight stockers take over. My main responsibility was to walk the store, find trouble areas, like messy aisles, or sections with low inventory, or a department with a lot of go-backs, and then find associates that can fix the areas. The dream goal is for the store to be 100% stocked and organized so the overnight stockers have an easier time. It involved a lot of walking. I was constantly walking 15+ miles a night.
My last position was a Team Lead, specifically the Stocking 2 Team Lead, which is the team that unloads the trucks and brings the freight to the floor to be stocked. Apart from that, we also had to scan all the bins in the back room, pull out everything that can go to the floor, and bring that merchandise to the floor with the freight from the truck. We had 30 associates in the team with usually 20+ working at a time. My job was assigning tasks to members of my team, and following up to make sure the tasks were being done. Each day we would have notes from the Store Manager that had to get done and I would decide if I had time to do it myself or have to delegate it to a member of my team. I was constantly being pushed to have a 96% accuracy of scanning our bins, meaning that all bins were scanned, and items that can go to the floor are pulled out and also not being seen again the next day. All of this had a weighted percentage. It took several weeks of individual training and follow up before we were consistently hitting our goals.