Walmart Bets on Its Own Workforce to Tackle America’s Skilled Labour Crunch

Across the US, companies are running into the same stubborn problem: there simply aren’t enough skilled workers to keep essential operations running. Electricians, HVAC specialists, maintenance technicians as these roles are critical, yet increasingly difficult to fill. As experienced workers retire and fewer young people enter the trades, the gap is becoming impossible to overlook.

Walmart has decided it can’t afford to wait for the labour market to fix itself.

Training From the Inside Out

Instead of relying on external hiring, Walmart is doubling down on in-house training. Through its expanded technician development programme, employees are trained to handle everything from electrical systems and refrigeration units to conveyor belts and automated equipment inside stores and distribution centres.

The idea is straightforward: take existing workers who understand the business and give them the technical skills the company desperately needs. Employees earn industry-recognised certifications at no cost, and many transition directly into higher-paying technician roles once they complete the programme.

Better Skills, Better Pay

The financial impact for workers is significant. Entry-level technicians can earn around $32 an hour, while experienced workers can make upwards of $43 an hour. For many participants, this jump in income has translated into more stability with better housing options, improved savings, and long-term career confidence.

So far, hundreds of employees have completed the training, and Walmart plans to scale the programme to train thousands more by the end of the decade. It’s not just about employee growth either. Having skilled technicians on site reduces downtime, prevents equipment failures and saves the company from costly disruptions.

A Wider Corporate Shift

Walmart isn’t acting alone. Other large US employers, including home improvement retailers, are also investing heavily in trade education. Many are partnering with schools and community organisations to change how young people view skilled labour careers, pushing back against the idea that success only comes through a four-year college degree.

What This Signals for the Future

What this really means is that companies are rethinking their role in workforce development. Instead of competing for a shrinking talent pool, they’re building their own. As demand for skilled trades continues to rise, employer-led training may become less of an exception and more of a necessity on reshaping how trade jobs are valued in the modern economy.