Walmart is a retail conglomerate based in the US. It makes more revenue than any other company in the world, and is also the largest private employer, with over 2 million staff.
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You have 13 minutes to answer 10 questions. Each question describes a workplace situation and four possible responses. For every question, select the response you believe would be MOST effective and the response you believe would be LEAST effective. There are no trick questions; judge each response on how well it would work in the situation described.
About this test: this is one of a set of practice tests covering the areas Walmart’s assessment process typically includes. It is written by us: it is not Walmart’s own assessment and these are not Walmart’s questions.
Question 1 of 10
You are a people team graduate at Walmart. While building next month’s rota you notice that the coming Saturday has nobody rostered for the late cover, which is not your rota and not your month. The duty supervisor who owns Saturday is off until Friday. Cover this late is arranged by asking around, which takes a day or two, and Saturday is in four days. Which response below would be most effective, and which would be least effective?
Most effective: C. Flag the gap to the manager covering for him today, offer what you can see of who is available, and confirm back what has been arranged before you drop it.
Least effective: B. Tell the duty supervisor by message that Saturday has been sorted, on the basis that somebody on the team usually picks these up, and go back to your own work.
A: Delivers a message to somebody who cannot act on it: Friday leaves one day to find cover for Saturday, and the note is timed to arrive when the easy options have gone.
B: States as settled something you have not checked: he stops looking at Saturday because you told him it was handled, and nobody discovers otherwise until the day itself.
D: Acts outside your own remit without saying so: the gap may close, but the person who owns Saturday learns on Friday that his rota was changed by somebody else.
The most effective response is to flag the gap to the manager covering today, offer what you can see of who is available, and confirm back what has been arranged: the problem reaches somebody with the authority to fix it while the four days are still there, and you stay with it until it is actually closed rather than until it is passed on. It beats leaving a note for Friday, because the person it is addressed to cannot act until one day before. It beats quietly filling the gap with two colleagues, because the supervisor who owns Saturday finds his rota rearranged without being asked. The least effective response is messaging the supervisor that Saturday has been sorted when nobody has arranged anything: he stops looking, the assumption that somebody always picks it up is not a fact, and asserting it as one is a different kind of wrong from being slow or from over-reaching. The principle: taking ownership of something outside your remit means carrying it to somebody who can act and confirming the outcome, never announcing one.
Question 2 of 10
You are a supplier quality assistant at Walmart. A supplier has emailed you twice asking when a decision will be made about a change they have proposed. The decision belongs to the buyer, who has been in meetings all week and has not replied to either message. The supplier needs to book production time and says he will lose his slot on Friday. Which response below would be most effective, and which would be least effective?
Most effective: C. Reply today with what you do know and say the decision is the buyer's, and put the Friday deadline in front of the buyer now so that he can see what turns on it.
Least effective: D. Pass the supplier straight to the buyer's inbox with a one-line note, and leave the two of them to sort the date out between themselves.
A: Explains the delay instead of moving it: the supplier learns why he is waiting and is no closer to the Friday date that his production slot depends on.
B: Chases without raising the stakes: the buyer gets a third message that does not mention Friday, which is the one fact that would move him.
D: Hands the problem on without owning it: the supplier is redirected to the person who has not answered twice already, and nobody has told the buyer that Friday is the date that matters.
The most effective response is to reply today with what you know, say the decision is the buyer’s and that you will come back by Thursday, and put the Friday deadline in front of the buyer: the supplier gets a person and a date, the buyer gets the one fact that makes this urgent, and you keep the thread rather than dropping it. It beats explaining that the buyer has been in meetings, because that is an account of the delay rather than an attempt to end it. It beats replying that you will come back once the buyer is out of meetings, because a third message that leaves out the production slot gives him no reason to move. The least effective response is passing him straight to the buyer’s inbox and leaving them to it: the supplier is sent to the person who has not answered him twice, and the deadline that makes it urgent is still not in front of anybody, which is a different kind of wrong from explaining too much or writing too little. The principle: when you cannot give the answer, give the timetable, and make sure the person who owns the decision knows what turns on it.
Question 3 of 10
You are a marketing graduate at Walmart. A line of copy for a new range says customers rate it the best they have tried. The survey it comes from asked people who had already bought the range how it compared with what they bought before, and most said it was better. The claim goes out on Monday. Your manager likes the line and says the survey supports it. Which response below would be most effective, and which would be least effective?
Most effective: C. Show your manager exactly what the survey asked and who it asked, propose wording that says what it actually found, and agree the line before Monday.
Least effective: D. Leave the line as it stands: it presents the survey result as fact and your manager is perfectly happy that it does.
A: Starts from the answer and looks for evidence: the claim is treated as fixed and the research is asked to catch up with it.
B: Fixes the wording and skips the conversation: the copy is now accurate and your manager still believes the survey supports a claim it does not.
D: Puts a claim to customers that the evidence does not carry: the survey asked existing buyers to compare with their own last purchase, which is not what the sentence tells the public.
The most effective response is to show your manager exactly what the survey asked and who it asked, propose wording that matches what it found, and agree the line before Monday: the claim ends up supportable, the decision stays with the person who owns the copy, and it happens before the deadline rather than after it. It beats commissioning a survey to fit the line, because that starts from the answer and shops for evidence. It beats quietly rewriting the line, because your manager carries on believing the survey says something it does not. The least effective response is leaving the line as it stands because your manager is happy with it: a claim goes to customers that the evidence does not support, which is a different kind of wrong from working backwards from a conclusion or from correcting it silently. The principle: the evidence decides what the claim may say, and seniority is not evidence.
Question 4 of 10
You are a duty supervisor at Walmart. Two of your team are arguing about who left an area unfinished at the end of last week. You happened to be there and know it was the first of them, who has been telling everybody it was the second. The second is upset and the pair of them are barely speaking. The area has to be covered by both of them again tonight. Which response below would be most effective, and which would be least effective?
Most effective: B. Speak to the first today about what you saw and what he has been telling people, then bring the two of them together to settle how tonight is covered.
Least effective: C. Say nothing about what you saw, since taking sides would make the rest of the week harder and the two of them will sort it out between themselves eventually.
A: Corrects the record for one person only: the accusation is still circulating and the one person who could withdraw it has not been asked to.
C: Withholds the fact that would end it: the only person who knows what happened stays quiet, and a colleague carries an accusation you could remove in a sentence.
D: Settles a two-person dispute in front of an audience: the record is corrected and one of them is publicly established as having told a story about the other.
The most effective response is to speak to the first today about what you saw and what he has been saying, then bring the two of them together to settle tonight’s cover: the person who has to withdraw the accusation is spoken to first and in private, and the shift still gets covered by two people who have to work together. It beats telling only the second, because the story keeps circulating. It beats settling it in the briefing, because that establishes one of them publicly as a liar. The least effective response is saying nothing about what you saw: the only witness stays quiet while a colleague carries an accusation that could be removed in a sentence, which is a different kind of wrong from a partial correction or from a public one. The principle: when you hold the fact that ends a dispute, use it, starting with the person who has to change what they have been saying.
Question 5 of 10
You are a resourcing assistant at Walmart. A colleague told you at lunch that she is close to walking out because she is doing most of the team’s work and nobody has noticed. She asked you not to repeat it. The same afternoon your team leader asks the three of you to take on another piece of work, and your colleague says yes without comment. Which response below would be most effective, and which would be least effective?
Most effective: C. Tell her you think she should raise it, offer to go with her, and say that if she will not you would want to raise the allocation question yourself without quoting her.
Least effective: D. Tell the other two on the team what she said about the workload, before the new work is divided up between you.
A: Treats a workload problem as a private favour: her hours improve slightly, and the team leader who allocates the work still has no idea there is a problem.
B: Breaks a confidence to get a good outcome: she may well be helped, and she learns that what she says to you reaches her manager.
D: Carries private remarks to the team: something said to one person at lunch becomes the team's business, and she finds out when somebody mentions it.
The most effective response is to tell her you think she should raise it, offer to go with her, and be straight that you would want to raise the allocation question anyway without quoting her: it respects what she asked while being honest that the workload itself is a team matter, and it gives her the first move. It beats quietly taking work off her, because the person who allocates it still knows nothing. It beats repeating what she said to your team leader, because the confidence goes without her ever being asked. The least effective response is telling the other two what she said: a private remark becomes the team’s property and she discovers it second hand, which is a different kind of wrong from helping quietly or from escalating without permission. The principle: be honest with somebody about what you intend to do with what they told you, and never spread it sideways.
Question 6 of 10
You are a service recovery assistant at Walmart. A customer’s case has sat untouched for a fortnight because the colleague who had it before you left the details in a note nobody picked up. The customer is on the phone, calm but tired of explaining herself, and wants to know why it has taken so long. You can put the case right this week. Which response below would be most effective, and which would be least effective?
Most effective: C. Apologise for the fortnight, say plainly that the case was not picked up when it should have been, and set out what you will do this week and when she will hear from you.
Least effective: B. Explain that the case sat with a colleague who left the details in a note nobody picked up, so that she can see the delay was not caused by anybody she has spoken to.
A: Answers the question in passing: the apology is real, and she is moved on before she has heard why it happened.
B: Blames a named colleague to the customer: the explanation buys your own standing with her at another person's expense, and tells her the business is a set of individuals rather than one organisation.
D: Answers a personal question with a process description: it is accurate and it leaves her with a policy explanation instead of an apology and a date.
The most effective response is to apologise for the fortnight, say plainly that the case was not picked up when it should have been, and set out what happens this week: it answers what she asked, it takes responsibility on behalf of the business rather than for yourself alone, and it gives her a date to hold you to. It beats acknowledging the fortnight briefly and moving on, because she asked why and a passing apology is what has tired her out. It beats describing how work is passed between colleagues, because a process answer is not an apology and gives her nothing to expect. The least effective response is telling her which colleague left the note nobody picked up: it buys your own credibility with her by handing her a person to be angry with, which is a different kind of wrong from dodging the question or from answering it bureaucratically. The principle: own the failure as the organisation’s, and never make a customer a witness against a colleague.
Question 7 of 10
You are a trading assistant at Walmart. A business customer has asked four times when new pricing will be issued, and each time you have said it is coming. The person who sets it has not given you a date and is not answering messages. The customer says he cannot plan his own ordering without it and is starting to sound as though he does not believe you. Which response below would be most effective, and which would be least effective?
Most effective: A. Tell the customer honestly that you do not yet have a date, say what you are doing to get one and by when, and go to the pricing manager's team leader today.
Least effective: D. Promise the customer the new pricing by Friday, since these usually come through within a week or so and a date is what he keeps asking you for.
B: Answers a loss of confidence with silence: the customer is left to conclude that nobody is dealing with it at all, which is worse than a thin answer.
C: Explains your own position instead of solving his: the customer still cannot plan, and he now knows the business does not answer its own people either.
D: Gives a date nobody has agreed to: the one thing he still trusts is what you say, and Friday is invented to end a conversation rather than to be met.
The most effective response is to tell him honestly that you have no date yet, say what you are doing about it and by when, and go to the pricing manager’s team leader today: he gets the truth and a commitment you control, and the blockage finally reaches somebody with the standing to clear it. It beats going quiet until there is something concrete, because silence reads as nobody dealing with it. It beats explaining that the hold-up is with the person who sets pricing, because that tells him about your problems rather than solving his. The least effective response is promising the pricing by Friday: no such date exists, he plans on it, and a fifth assurance that fails is the one that ends his belief in anything you say, which is a different kind of wrong from going silent or from explaining too much. The principle: when the only thing you can offer is honesty and a next step, offer those rather than a date you cannot deliver.
Question 8 of 10
You are a supply chain graduate at Walmart. Two people you work with, a planner and a site coordinator, have been arguing for a week about who caused a double order. The planner has now started sending you her messages to the coordinator to read. Both need to agree next week’s volumes with you by Thursday, and the argument is stopping that conversation happening at all. Which response below would be most effective, and which would be least effective?
Most effective: A. Say to the planner that you are not the right audience for the messages, and ask both of them to a short meeting on next week's volumes so that the double order is aired there.
Least effective: C. Ask the coordinator's team leader behind his back what really happened with the double order, so that you know which of them you are dealing with before Thursday.
B: Works around the conflict rather than through it: Thursday is met, and the two people who have to plan together every week are further apart than they were.
C: Investigates a colleague behind his back: it turns a disagreement about an order into a private judgement about a person, formed from one side and without his knowledge.
D: Waits for a deadline to solve itself: the boundary is right and Thursday arrives with next week's volumes unagreed.
The most effective response is to tell the planner you are not the right audience for the messages and to put both of them in a short meeting on next week’s volumes with the double order on the agenda: it declines the role of a private audience, and it makes the one conversation that has to happen the place where the argument gets aired. It beats agreeing volumes with each separately, because Thursday is met while the working relationship the next order depends on is left worse. It beats setting the boundary and then waiting, because nothing then moves the deadline forward. The least effective response is asking the coordinator’s team leader behind his back what really happened: it turns a dispute about an order into a private inquiry into a colleague, conducted from one side and without his knowledge, which is a different kind of wrong from avoiding the conflict or from working around it. The principle: refuse the private audience, and put the disagreement in front of the people who have to agree.
Question 9 of 10
You are a commercial graduate at Walmart. Two managers have each asked you for a piece of analysis by Friday. One is for a decision that is being made on Monday; the other is for a paper that will be read at the end of the month, though that manager has said hers is urgent. Both take two days and you have three. You have not told either about the other. Which response below would be most effective, and which would be least effective?
Most effective: D. Tell both managers today that you can do one properly by Friday, explain what each would get and when, and propose doing the Monday decision first.
Least effective: A. Refer both requests to your manager and let her decide which one you do, without setting out what each piece needs or when it is really wanted.
A: Hands the decision on stripped of what it needs: she has to go back to both managers to learn what you already know, and Friday is three days away.
B: Makes the right call and hides it: the manager waiting on the paper plans for Friday and finds out by chasing.
C: Splits the work so neither is what was wanted: a Monday decision is made on half an analysis, which is the one place a shortcut is least affordable.
The most effective response is to tell both managers today that only one can be done properly by Friday, explain what each would get and when, and propose doing the Monday decision first: both know where they stand while they can still act, the recommendation is made rather than concealed, and the piece with a real date attached is protected. It beats doing the Monday piece and telling the other manager only if she asks, because she plans for Friday and learns by chasing. It beats giving both a shorter version, because a Monday decision is exactly where half an analysis costs most. The least effective response is referring both requests upwards without setting out what each needs: your manager has to rediscover what you already know, three days before the deadline, which is a different kind of wrong from deciding quietly or from thinning the work. The principle: when two claims collide, put the choice and your recommendation in front of the people affected, rather than passing the problem up bare.
Question 10 of 10
You are a procurement graduate at Walmart. Two suppliers have quoted for the same work and you are handling both conversations. The second supplier has asked you outright whether he is far off the other quote. You know he is about eight per cent higher. A cheaper price would save real money, and nobody else was in either conversation. The decision is made next week. Which response below would be most effective, and which would be least effective?
Most effective: C. Tell him you cannot discuss another supplier's price and explain what the decision weighs besides cost, and invite a best and final offer from both so that each gets the same chance.
Least effective: A. Let the second supplier know roughly where the first one's price sits, since it would bring the cost down and nobody outside those two conversations would ever know.
A: Breaches a confidence you were trusted with: the first supplier quoted privately, and his number is being used to bargain against him by the person he gave it to.
B: Holds the line and stops: the boundary is right and he is given nothing he could act on, when what he can be told legitimately would genuinely help.
D: Signals the substance while avoiding the words: he learns what he asked for, and the first supplier's confidence is spent just as surely as if you had read out the figure.
The most effective response is to tell him you cannot discuss another supplier’s price, explain what else the decision weighs, and invite a best and final offer from both: the confidence holds, both suppliers get the same opportunity, and the business still gets the sharper price it is after. It beats refusing and leaving it there, because there is a great deal you can tell him legitimately that would help him quote well. It beats hinting that there is room to move, because the hint conveys exactly what the rule forbids. The least effective response is telling him roughly where the first quote sits: a price given to you in confidence is used to bargain against the person who gave it, which is a different kind of wrong from being unhelpful or from hinting. The principle: what one supplier tells you privately is not currency, however much cheaper the other one might become.
Walmart utilizes various tests during their hiring process to assess a candidate’s suitability for the role. These may include numerical, verbal, or logical reasoning tests tailored to the needs of the job.
Use the route that matches your vacancy. The guidance below identifies the programme or location it covers.
Assessments depend on the position
Walmart estimates 20–25 minutes for a first application, with extra time for assessments required by some positions. Submit the application and any required assessment before expecting a completion confirmation. Store, management and technical roles should follow their own vacancy instructions.
Process sources checked 11 September 2026 · Your invitation takes priority for role and location details.
The free test shows you the style. A pack gives you the hour: blended, marked, with the working shown.
As one of the largest retail stores in the world, Walmart offers plenty of diversity for both teams and roles. A career at Walmart isn’t just limited to retail; sectors such as corporate healthcare, technology, and distribution centers are all areas that you might consider, depending on your skills and experience.
One area Walmart is particularly invested in is building the next generation of ecommerce. As Walmart states: "We’ve united the best entrepreneurs, software engineers, data scientists, merchants, and internet professionals to create seamless experiences for customers to shop anytime, anywhere."
Whatever the role you’re applying for, it is important to understand the Walmart application process and types of tests you need to prepare for.
The online application requires you to apply for a specific role on the Walmart careers page. You must state your availability, complete your work history and qualifications, and verify you have the legal right to work. There is also an employment questionnaire.
After your application and any required assessments are reviewed, you may be invited to interview. Practice questions to think through include:
Walmart says some positions require assessments in addition to the application. The required test depends on the job; your application portal gives the current name and instructions.
The retail and management formats below have been associated with Walmart recruitment. Treat them as preparation topics and check them against your invitation, rather than assuming every applicant receives the same modules.
The RAA focuses on less senior roles, particularly for hourly rate jobs such as personal shopper or front-of-store worker. A familiar retail-assessment format covers four areas, which are a combination of personality, situational judgment, and numeracy assessments:
Work with Customers/Members and Associates. A situational judgement test involving everyday scenarios you might encounter on the shop floor at Walmart.
Handle Customer/Member Transactions. An interactive assessment that involves giving the correct change to a customer as quickly as possible. Practise accurate calculations and follow the timing shown in your assessment.
Tell Us Your Story. A questionnaire that contains generic questions about your background and work experience. These might seem simple but read the questions carefully, as they are used by Walmart to judge the kind of person and employee you are.
Describe Your Approach. A personality test based on Walmart’s values and its vision of the ideal employee for each role.
Preparation for a teaming or management assessment can cover these areas:
Work with Associates
Manage Your Area
Manage Your Day
Tell Us Your Story
Describe Your Approach
This test is designed for senior roles and is part of the initial pre-screening when you first apply to a managerial or senior leadership role.
These are situational questions around teamwork and scenarios you might encounter in a leadership role, where you need to choose a response to each question. To perform well, you shouldn’t just rely on your previous experience; you need to use the information you are provided to make a judgment.
Check the instructions before starting, including whether you can revisit earlier answers.
This test relates specifically to the area you have chosen to work in. You’ll be provided hypothetical information you must interpret, which aims to replicate the decision-making you might do in the real job.
Work accurately and follow the section timer. Do not assume speed affects the score unless your assessment instructions say so.
Here you are provided scenarios that Walmart’s leaders face every day, and you will need to figure out how to prioritize them. For example, you’ll need to review certain activities, decide on their urgency and then make a decision on priorities.
This is a biodata questionnaire, which asks questions and details about a person’s life, education, and career. These questions help support diversity rules and also help as an additional screening method.
Attention to detail is key here (even if the answer seems obvious). Try to answer as quickly as possible.
A Describe Your Approach questionnaire evaluates your style of work and management. You might find the questions ask the same thing in different ways, which is why it’s important to stay consistent with your answers.
Management assessment preparation may include these areas:
The main difference is the Run Your Business section:
This tests your ability to make managerial decisions based on business data, usually in the form of tables and charts. It will require some basic math to reach an answer.
More importantly, this test is not testing your math skills, but what to base your decisions on. The right calls will depend on Walmart’s own criteria.
As well as using virtual reality (VR) to train its retail staff, Walmart has also used VR technology to assess existing associates who are being considered for promotion into management roles, rather than as part of the standard job application process.
These virtual simulations examine an employee’s knowledge, instincts, and abilities, letting Walmart see how they deal with everyday scenarios and task prioritization, and how they might handle unexpected events.
Walmart Inc is a trademark of its respective owner. Practice Aptitude Tests is not affiliated with Walmart Inc and our practice tests are not endorsed by them. Visit Walmart Inc careers.
