Information Needs
Running Head: INFORMATION NEEDS OF WALMART PHOTO LAB ASSOCIATES
The Information Needs of One-Hour Photo Lab Associates:
Wal-Mart Supercenter 0598
Beth Solomon
Emporia State University
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Information Needs
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Abstract
This study involved participants from a 1-Hour Photo Lab at Wal-Mart Supercenter 0598 in
Kearney, Nebraska. This research was guided by the following question: How do 1-Hour Photo
Lab associates send and receive information that is crucial to their job performance and are there
any gaps present in these current systems or are new systems needed entirely? The observation,
demographic information, and interview data reported in this study was gathered between June
28, 2004 and August 5, 2004. The information gap that was discovered and the proposed
solutions are not an end to the discussion but a starting point to discover its feasibility and
helpfulness.
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The Information Needs of One-Hour Photo Lab Associates:
Wal-Mart Supercenter 0598
INTRODUCTION
Discovering information gaps and difficulties within a work community, such as a WalMart Supercenter, is a challenging experience even when the researcher is an employee there.
By using several techniques, such as observation, demographic information, and informal
interviews the information gap that was discovered became quite easily recognized, partially due
to an unusual circumstance. This study involved participants from a 1-Hour Photo Lab at WalMart Supercenter 0598 in Kearney, Nebraska. This research was guided by the following
question: How do 1-Hour Photo Lab associates send and receive information that is crucial to
their job performance and are there any gaps present in these current systems or are new systems
needed entirely? The observation, demographic information, and interview data reported in this
study was gathered between June 28, 2004 and August 5, 2004. The information gap that was
discovered and the proposed solutions are not an end to the discussion but a starting point to
discover its feasibility and helpfulness.
COMMUNITY ANALYSIS
In the Carey, McKechnie, McKenzie article (2001) they describe the difficulty of gaining
access to communities and the even tougher aspect of maintaining that access. The elements of
gaining access to communities that they use are: personal connections, persistence, luck,
persuasive accounts of research intent, courtesy, and insider experiences. In order to maintain
access, the article mentions constantly thinking about how you are perceived and letting them
lead you. (R. F. Carey et al 2001). One aspect they did not mention overtly was the element of
time. They did spend lots of time with their assorted communities but perhaps they thought it
was too obvious to mention outright. The amount of time spent with the community will affect
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both their responses to the researcher and the researcher’s in-depth report of the community
itself.
By using the guidelines from the above article I found a community where I could
attempt to use all these elements. I started with personal connections. I gained access to my
Wal-Mart community by being an employee there. I used the photo lab for my target
community, but suspected early on that my findings in the photo lab might be useful in other
departments in the store as well. I work with these associates 40 hours a week and also
occasionally spend some non-work time with them. The photo lab associates were quite willing
to be involved with the research because they know me and because the research was focused on
their work experiences. This may have some affect on my findings but it was also a good
introductory experience in analysis, assessment, and evaluation.
I maintained access to this group because I work with them and spend so much time with
them. I am one of them – I know the Wal-Mart language and experiences that make up an
associate’s life in a 1-Hour Photo. This may have some affect on the study though I did try to
allow my fellow co-workers to have their own say. While I interviewed them individually,
usually informally, I was also able to work side by side with them throughout the process. I was
able to see how they interacted and what would impact their day and perhaps their answers as
well. My own observations of them played a large role in my evaluation and assessment. I
found it to be the most helpful element in this particular experience. At the beginning of this
research, I used informal interviews and discovered that the associates were not aware of any
particular information gaps in the systems they used to do their jobs. Instead, they seemed well
satisfied with the current information systems and could think of nothing in particular to change
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about them. By observing the associates and because of chance events (thus the luck element of
my research) I was able to discover a gap that none of them had realized before.
It is important to first understand a little about this particular community. The 1-Hour
Photo Lab associates of Wal-Mart Supercenter 0598 are a group of 20 people, six of whom are
men. Currently there are no minority associates in the lab though there have been in the past.
The turnover rate in the lab is quite high at about 50 percent in the last year alone. The lab itself
is quite small, only about 7 ft. by 18ft. and much of that is filled with large photo processing
equipment. In these close quarters the associates get to know each other quite well and a family
atmosphere develops, with both the occasional arguing/bickering and the frequent laughter. The
associate who has been in the Lab the longest has been there for nine years and she takes the
“Mother” role over most of the other associates. The other nineteen associates have been there
assorted lengths of time but most of them tend to be college students, who work varied hours due
to school and usually leave once they have graduated or because of other school related reasons.
About 85 % of the associates in the lab are college students and this keeps the turnover rate high.
The 1-Hour Photo Lab can be a very high stress work environment with many factors that
are involved. Weekdays may be occasionally slow but weekends (or right after) and holiday
seasons are always very busy. “One Hour” Photo can be misleading and it often creates issues
with customers. Associates work nine hour workdays, with one of those hours being a lunch
break. Usually six to nine associates work on a given day. This particular lab is open from 7:00
a.m. to 10 p.m. with some change of hours around certain holidays and Sundays. The main focus
of the associate’s attention is to be to the photo processing and making sure that it is done in one
hour (as much as possible). Photo Lab associates are also meant to help in Dept. 6
(cameras/camcorders/assort. camera merchandise) as much as possible because that is the area
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where larger sales are made – the profit margin is larger. Helping out in Dept. 6 is not usually a
problem, but is made difficult when the lab is busy. Fifty customers get very mad if their film is
being held up because someone wants a camera, but the one customer wanting a camera does not
understand why he/she is not being helped right away. This is especially hard on newer
associates who have not yet been hardened by upset/angry customers.
EVALUATION OF PRESENT SYSTEMS
There are various systems in place that affect the associates in the 1-Hour Photo
(Department 85). When new employees come in there is a training program. This training
program consists of CBL’s (Computer Based Learning) and on-the-floor experience. The CBL’s
are downloaded by managers and personnel associates and these programs teach associates
many/most of the basics about Wal-Mart life. These are really quite successful in getting new
information across to thousands of employees in a structured format. A great deal of information
is found here and is an excellent way of starting out associate’s careers at Wal-Mart. From my
informal interviews I learned that my fellow associates had no problem with the CBL’s and felt
that they were a useful part of learning. Many associates expressed an interest in having even
more CBL’s brought to them so that they could become more specialized and get more
information.
The other aspect of training is on-the-job experience. Much of the knowledge that is
gained by the new associate is from watching what others do and trying it for themselves. As in
other jobs, experience is often the most useful teacher. A lot of information cannot be taught
through a CBL and associates have to find these things out through experience. Every new
associate is also assigned to a sponsor: a person who has been with the company for at least two
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years and is capable of training and answering questions. They are to support the new associate
in any way they can.
All through their careers at Wal-Mart, associates continue to have CBL’s. These are to
update them to new information and are also reviews and refresher courses on important topics,
often safety. On average, there are one or two CBL’s a month for every associate who works for
Wal-Mart. Because all of these CBL’s are created and controlled by the home office in
Bentonville, Arkansas, there are only a few CBL’s created for individual departments. The 1Hour Photo Lab is fortunate to have so many focused just on them because of the skills and
processes that must be learned.
The CBL’s are located on computers in the personnel/training room. These computers
also contain Pipeline. This system is Wal-Mart’s own internet system, connecting all of its
stores around the world. It has an email system, and has web pages devoted to each department
and division. Sales information by item, department, store, region, and worldwide can all be
found. Job descriptions, job openings, rate of pay scales, and promotions are also listed on
Pipeline. This service also contains MSDS (Manufacturer Safety Data Sheet) sheets which can
be consulted at any time for proper chemical use directions and precautions that must be taken.
This is an OSHA requirement for worker safety.
Every weekday morning at 9:00 a.m. there are “morning meetings” held in Layaway for
all the associates in the store. The various managers read off birthdays, birth announcements,
and employment anniversaries. Also, they report on the comparison of sales from the day before
and that day a year ago. Any departments that beat last year’s sales get listed off and the
percentage by which they improved. The current stock quotes are listed off as well. Depending
on the day the many philanthropic activities are discussed and other associate events (potlucks,
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parties, cookie days, etc.) are announced. Usually these meetings last around a half and hour.
There are also store meetings for the evening crew at 5:00 p.m. and for the overnight associates
at 10:00 p.m.
One major Wal-Mart policy that is also helpful for information reasons is the Open Door
Policy. Any associate at any time may talk with any member of management, no matter what
their level. There are no steps to take to get to upper management, only common courtesy and
personal preference leads the associate. For example, if a new cart pusher associate wanted to
give an idea to a top executive in Bentonville, Ark. he/she has every right to call them up and
expect to be heard. This also comes into play when there are problems in the department or with
another associate. If a person feels more comfortable with a certain manager, they can go to that
person instead of a supervisor directly over them if they wish to. This freedom of
communication throughout the whole company brings a feeling of openness. Associates,
theoretically, can share information at any level and expect to be heard.
One of the most active information systems in Wal-Mart is the paging system. The store
is so large that not everyone is always by their respective phone and communication must still
take place. There are codes to make all associates aware of certain situations at once in a way
not to overly disturb customers. Following is a list of some of the most common and most
important codes:
Code White: accident
Code Black: weather
Code Adam: lost child
Code Blue: bomb threat
Code Green: hostage situation
Code Orange: chemical spill
Code Red: fire
Code 100: suspected shoplifter
Code 500: shoplifter caught
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The paging system is one of the main lifelines in the store for associates. It can also by used to
inform customers of sales, special events, new products, etc.
One major information system for Photo Lab associate use is the control log book that is
located in the lab. This book is kept by month and to look for information from a previous
month they are all kept in a back room and filed by the managers. This book holds important
copyright information that all associates must follow. This section must be read and signed each
month. There is also a section that informs associates about the silver recovery process and all
procedures that deal with silver recovery must be logged in this section. Yearly, quarterly,
monthly, and weekly maintenance are listed and are signed off by associates when completed.
This is a sure way of keeping the lab work up-to-date. There are sections to describe equipment
problems, technical calls about them, and how they were fixed. One of the most important
sections is kept by day by the associates themselves – any miscellaneous and important
information can be kept in this section. It keeps all associates no matter what their shift abreast
of changes or information that they will need to know. Every day when coming to work all lab
associates must read through the book and initial the daily pages to show that they read it.
To help associates sell cameras and camcorders Wal-Mart prints little answer books that
list all the cameras and camcorders currently being promoted. This book is updated every
season. It also includes some pages that will give answers to common questions that customers
may have about different camera/camcorder types and some of the technology that surrounds
them. Each listing provides the associate with the features that each camera has and what will
come with it. These books are very helpful aids in camera and camcorder sales.
Yet another system of information is employee interactions. This is probably the most
used system by associates all throughout the store. By observing the 1-Hour associates, this was
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always the first place they went to get the information that they needed. By thinking through the
situation together, the information was either already known by the other associate or a way to
find it was discussed. This system was used the most by the newer associates who had only been
with Wal-Mart for a year or less. Their on-the-job experience is more limited and consultations
were quite frequent.
PROPOSAL
While observing my coworkers, I noticed right away that they tended to be very stressed
about sales in Department 6 (cameras, camcorders, misc. camera merchandise). Associates who
had been with Wal-Mart for two years or more did not tend to be as stressed in the same manner
as the newer associates (2 years or less in Wal-Mart employ). One major source of information
that all the associates relied upon was one of the male photo lab associates, “Slick.” He had been
with Wal-Mart for around five years and was highly knowledgeable about all the cameras and
camcorders. He was especially interested in digital cameras and could tell customers in-depth
information about each one. He knew people who had almost every camera available and what
they liked and disliked about each one. “Slick” was a huge producer of sales in Department 6
and customers would even ask for him by name. Customers and associates alike realized his
knowledge and his ability as a teacher. Returns from his sales did not usually occur unless there
was a manufacturer flaw. Customer satisfaction was high.
Customer satisfaction is something that Wal-Mart strives to achieve and even promises
customers when they enter. The Hernon, Nitecki, Altman article (1999) also shows the
importance of customer loyalty and satisfaction. Service quality will decide whether or not
people will continue to patronize a certain establishment. “Every organization needs repeat
customers to survive and prosper. However, customers remain loyal only as long as they are
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completely satisfied with the quality of the service and the product provided.” (Hernon et al
1999). The customer satisfaction in the Photo Lab was put into question by what happened a
little over a month ago. “Slick” was terminated midshift, handcuffed, and led from the building
because he stands accused of stealing from Wal-Mart. He had been followed by loss prevention
associates for about three years before they had enough information and proof against him to
accuse him. This experience wreaked havoc with all the associates in the Photo Lab. As I did
more informal interviews and observed my coworkers, I noticed a trend of shock and mourning
among them. These feelings are currently switching to those of anger and hurt. These feelings
also have an affect on their effectiveness in sales.
While observing my fellow associates, I soon noticed that there was a difference in their
ability to service their customers. The answer books that had been used fairly often before were
in total demand now and were beginning to look frayed and tattered. Also, I noticed a tendency
for team selling was becoming popular when we were in slower periods (such as on weekday
mornings). Two associates would help customers interested in the cameras and camcorders,
hoping that their combined knowledge would fulfill the customer’s need better than one alone.
Many times customers would ask the associates when “that one guy” would be in next. This
became a tiring question for my fellow associates, who would return to the lab feeling defeated
and frustrated – often even more upset with “Slick” and the havoc he had raised.
Sales from Department 6 have been down about 45% in the month since “Slick’s”
removal. This is also a common time of year for sales to be down, but is also due to a lack of
camera knowledge. Some tendencies of many of our customers came to my fellow associates’
attention. Through some informal interviews, many of them related how customers told them
about their trips to other stores to gain information about the cameras. They would then buy the
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cameras at the lower Wal-Mart price with the knowledge they gained from other stores around
town. My fellow associates also started telling customers about online information sources that
they could use to research their camera choices. Some of these sources included such places as
the camera/camcorder company websites themselves, Walmart.com, and Consumer Reports
online. However, many customers became highly upset when told that we did not have all the
information they were wanting within the store. We would often open camera boxes and read
through the instruction manuals but this did not always answer the customer’s questions either
and was incredibly time consuming. The next step was calling the number in the instruction
manuals and talking to an employee of the company about the question. This would often bring
about the desired results, but only after annoying customers with the amount of time it took and
the issue of many companies not being available on late nights and weekends.
Many of my fellow associates feel that Wal-Mart really does want people to find
knowledge elsewhere and then return to buy merchandise later. Therefore, it did not seem
surprising that no one was seeing the changes as an information gap. However, considering the
Hernon, Nitecki, & Altman article it is clear that in order to remain a viable business and keep
people returning to the store we must fill their needs and one of them is the total one-stop
shopping experience. Many people do not want to or will not take the time to go around town
asking questions and even some will not spend the time online to learn more about their possible
purchase.
From my informal interviewing and from my observations I quickly noticed the
information gap left by the absence of “Slick.” It is unfortunate that there is no current way to
capture the knowledge that employees gather from their many experiences in order for all to
benefit from it. However, especially in this Wal-Mart One-Hour Photo the high turnover rate
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keeps effective knowledge management from being possible. People just get thoroughly trained
and then often leave. Then there are new associates to train and the extra information gathering
is left on the back burner. In order to gather much of this in-depth information that deals with
cameras and camcorders, so that all associates can feel confidence in the sales process and satisfy
the customers, I have come up with a couple of proposals. These are definitely beginning
thoughts and would require a great deal more research and development, (and Wal-Mart’s
involvement) but they do bring up some things that would be very useful to the associates.
“Tech-line” or some such title would be the name of my first proposal. This tool would
be in every Photo Lab and perhaps even in every department throughout the store. I believe it
would be useful and add to sales in every department. This tool would be an extension of the
Pipeline service already in effect. Computers with connection to this service would be placed in
every department. This could take other forms as well – perhaps with PDA’s for every associate,
but that may get more expensive. The program that I am considering would include connections
to every company that produces merchandise that Wal-Mart sells. It would be convenient to
have this service divided into departments or found by a search using the company name or
product’s UPC number. This connection to the company themselves would be handy 24 hours a
day and could include references to commonly asked questions and the most common answers.
If none of these answered the customer’s question there could be an email or direct chat link to a
technician/employee of that company where the question could be typed in and an answer
received in a timely manner. The phone calls could also remain in use but hopefully this service
would make that unnecessary over time.
I believe that this service would bring about highly satisfied customers because they
could see us working for their answer and also see the fairly quick results. Also, the longer an
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associate worked at Wal-Mart less and less time would be spent using this service as they gained
the knowledge about the merchandise. However, there would still be the service available for
newer associates to learn from, without having to depend on a knowledgeable associate who may
or may not always be there. Also, with the high change rate of products, especially by season, it
would keep all associates on top of the new product’s information. This “tech-line” would also
allow for easier answering of any of the stranger questions that are posed to the associates,
whether they have been with the company for 15 years or 2 days.
If Wal-Mart executives did not embrace this idea as a productive new tool that would
increase sales, I have an alternative proposal. I prefer the first as being more helpful, but this
second idea would also play a useful role for the photo lab associates. When new cameras are
brought in every season, a Wal-Mart associate, most likely in a regional position, should come in
to the assorted stores and hold an “in-service.” This person could relate the information about all
the new cameras and camcorders to the photo lab employees. The display models could be
worked with and at least the basics could be learned about each one. This service would not
work for the more in-depth questions that are commonly asked by customers, but it would allow
for more basic knowledge that would come across to those interested in making a purchase.
Conclusion
The two proposals can affect the knowledge management of the Wal-Mart One-Hour
Photo, one perhaps more successfully than the other. These possibilities require a great deal
more study and research to discern whether or not they would be as fruitful as I believe they
could be. Throughout this process I was able to see the photo lab in an entirely different way.
By observing my fellow associates, talking with them in informal interviews, and because of
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unusual events, I was able to discover an information gap that no one within the photo lab had
noticed before.
By recognizing this gap and understanding the role it plays in their job role and their sales
experiences, the associates have begun to understand how much they rely on each other. Sharing
my research with them has brought about an interest in finding ways to keep useful information
available to everyone. Discussions have taken place quite frequently about different sales
techniques that people use and information about different cameras has also been shared. These
are steps for improvement in and of themselves and the associates are making concerted efforts
to improve current practices. However, my proposals would bring about a much larger and
productive change in the department and hopefully to other departments as well. Identifying
information gaps will aid the associates in their work and productivity, the customer’s
satisfaction and loyalty, and the company’s overall profit margin. All of these end factors make
analysis, assessment, and evaluation well worth the amount of time spent on them.
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References
Carey, R. F., McKechnie, L., & McKenzie, P.J. (2001). Gaining access to everyday life
information seeking. Library & Information Science Research. 23. 319-334.
Hernon, P., Nitecki, D.A., Altman, E. (1999). Service quality and customer satisfaction: An
assessment and future directions. The Journal of Academic Librarianship. (25)1. 9-17.
Wal-Mart Department 6 Photo Associate Answer Book. Spring 2004.
Wal-Mart Pipeline: In-Store Statistics of Wal-Mart 0598. (2004). August 3, 2004.