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Warehousing programs deliver for Morrisons … and support supermarket's “can do” culture

Warehousing programs deliver for Morrisons … and support supermarket's “can do” culture Purpose – Describes two award‐winning training programs for warehouse employees at UK supermarket Morrisons. Design/methodology/approach – Explains the reasons for the programs, the form they took and the results they have achieved. Findings – Details how Morrisons trained 800 new staff in six months with the skills to operate a large new warehouse designed to deliver fresh produce to up to 65 supermarkets in Southern England. Also describes how Morrisons trained more than 3,000 of its warehouse staff across the UK to use a voice‐controlled warehouse picking system. Practical implications – Reveals that the two programs have helped the company to achieve huge efficiencies. Social implications – Highlights the way in which the first of the two programs provided warehousing skills for employees who largely lacked experience of working in this type of environment. Originality/value – Reveals how the programs supported the “can do” culture that prevails at Morrisons. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Warehousing programs deliver for Morrisons … and support supermarket's “can do” culture

Human Resource Management International Digest , Volume 19 (5): 3 – Jul 19, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670731111153320
Publisher site
See Article on Publisher Site

Abstract

Purpose – Describes two award‐winning training programs for warehouse employees at UK supermarket Morrisons. Design/methodology/approach – Explains the reasons for the programs, the form they took and the results they have achieved. Findings – Details how Morrisons trained 800 new staff in six months with the skills to operate a large new warehouse designed to deliver fresh produce to up to 65 supermarkets in Southern England. Also describes how Morrisons trained more than 3,000 of its warehouse staff across the UK to use a voice‐controlled warehouse picking system. Practical implications – Reveals that the two programs have helped the company to achieve huge efficiencies. Social implications – Highlights the way in which the first of the two programs provided warehousing skills for employees who largely lacked experience of working in this type of environment. Originality/value – Reveals how the programs supported the “can do” culture that prevails at Morrisons.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jul 19, 2011

Keywords: Supermarkets; Warehouses; Training; Awards; Human resource development

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