Did not emphasize much on formal education/training of employees.
Walton within the specific business he mastered, understood what it was he needed in people to manage one of his stores. In response, he put very little value on formal education or training as a criteria to find people to manage.
Ferold Arend said: "He'd take people with hardly any retail experience, give them six months with us, and if he thought they showed any real potential to merchandise a store and manage people, he'd give them a chance."
While on the surface this may seem risky, in reality it was smart. In certain cases, experience can be a hindrance when you come to a job management opportunity. In the case of Wal-Mart (WMT) it was especially so. They were pioneering a new way of retailing, and fixed ways of thinking could hinder rather than help a 
potential candidate.
He looked for only two major skills in the people he thought might have potential: merchandising and managing people. These were the critical skills needed in a retail environment.
Putting people in a six-month period for observation was the true training ground of Walton and the company. That was what determined the management capabilities and potential in a person from Walton's way of looking at it.
In six months if there is no potential, there probably won't be in a year or two years either. It was a simple way to weed out those that couldn't make it or to find quality people to bring the company forward.
The reason it worked for well for him was the understanding of what specifically was needed to succeed in management for Wal-Mart. Then it was a matter of training, response and observation as they were given the opportunity to excel.
Sam Walton: 10 Rules for Building a Successful Business
Sam Walton - Retail Success Story
Sam Walton: King Of The Discounters
Sam Walton: Great From the Start
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