Hothouse training grows store managers for Sainsbury's: Supermarket chain develops internal talent

摘要

Purpose: Describes how the UK supermarket chain Sainsbury's is using the Hothouse development program to give its most promising deputy managers the skills they need to become store managers. Design/methodology/approach: Explains the reasons for the program, the form it takes and the results it has achieved. Findings: Reveals that the program is helping to ensure a steady stream of internal people ready to take on the challenge of managing a supermarket: 70 deputy managers have so far completed the program, with another 50 still in training; 43 are now store managers while others are completing project work or serving their six-month trials. Practical implications: Describes how, by concentrating on internal talent, the company saves on external advertising and recruitment, while helping to keep morale high among existing deputy managers. Social implications: Highlights an important management-development initiative operating in a growing sector of the economy. Originality/value: Shows how Sainsbury's has set up an internal talent pipeline of store managers, reducing the risk from staff turnover and providing a ready resource of managers for acquisitions and new stores.