Matthew Sanderson

Based at GXO ASOS (DC2):

• Coordinating with QC, examining CCTV footage and work logs, to identify associates following incorrect behaviours (e.g. order prepping)Sending out daily Attendance Registers to SLAs
• Sanctioning associates for Attendance, Conduct, Safety, Quality and Productivity
• Leaver management and ensuring correct and fair procedure is followed
• Reinstating wrongly terminated associates
• Identifying barriers and using positive reinforcement to help associates reach their full potential
• Maintaining trackers to ensure Head Count is correct and uniform quantities are up-to-date
• Coordinating with Loss Prevention to verify whether an associate is on site and to confirm their card transactions when their attendance is uncertain
• Delivering Induction Presentations and preparing uniforms and lanyards for New Starters
• Correcting irregular clocking by cross referencing card transactions, attendance registers, New Starter attendance and sending out overtime lists to Planning
• Conducting Risk Assessments for Expectant Mothers and injured parties
• Answering all Pay Queries, Holiday Requests and email queries following First in First Out process
• Actioning Shift Swap requests for associates of sufficient Length of Service
• Coordinating with Warehouse Administrators to find location of agency workers required for Performance Meetings
• Developing Performance Champions and coordinating with them, to ensure maximum support

Based at DC2

Runner:

• Providing equipment and consumables for Colleagues in such departments as Core Processing, Salvage, Incorrects/Unknown and International departments.
• Escalating to FLMs (First Line Managers) when consumables are running low.
• Ensuring work is handed out according to first in, first out system of prioritising containers.
• Ensuring high standard of Area Readiness is maintained.

Core Processing:

• Checking and Processing Customer Returns and achieving KPI and Graduation of Probation Period, with Line Managers planning my development in further areas.

• Delivered Instructor Familiarity Training, to 40 Graduate Area Managers in off-site conference centre.
• Helping delegates with learning barriers develop into Leadership roles, supporting with CV writing, interview practise and how to structure answers into STAR format.
• Responsible for all New Hire onboarding (virtual and on-site), from delivering Inductions, to coordinating their one-to-one training and Site Tours with Instructors, and ensuring all Safety Assessments are complete.
• Attending meetings with Managers, assigning Coaches to encourage the best from struggling performers, suggesting alternative supportive performance management strategies - and verifying with HR that the escalation process has been followed to standard.
• Organising Cross Training for Veterans, after verifying suitability, ensuring all Safety and Area Access is complete; and assigning Coaches to support bottom performers.
• Using data to track whether Cross Trainees have achieved sufficient familiarisation in their Destination Process; and coordinating with Operational Leads and Managers to return them if Training is incomplete.
• Training and Auditing Instructors and Coaches, to ensure standard processes are adhered to; and scheduling Engagement sessions to reinforce standards and identify process barriers.
• Using data to identify associates requiring annual refreshers for Safety Compliance topics, and being flexible to work around operational needs to deliver on multiple topics before expiration.
• Encouraging highest standards, and ensuring alignment of Compliance, Training Registration, and up to date Trackers (Excel and web based).
• Improved Learning Curve by 48% in Picking, by identifying at risk Cross Trainees, and coordinating with all Operational Leads to keep out of practice Pickers in this department until proficiency is achieved.
• Using L&D systems to ensure Cross Trained Associates spend required duration uninterrupted in destination process, reducing Early Moves by 39% and increasing the chance that they remain comfortable in secondary process.
• Troubleshooting of LMS (Learning Management Systems) when Instructors are unable to enrol Trainees onto Courses - after verifying correct and up-to-date Courses are being used.

See above

• Editing short stories and novels for spelling, grammar, diction and continuity (remote work).
• Editing the novel 'Heather's Treehouse' (November 2024 to present).
• Coordinating with the novelist as well as secondary "beta readers" in order to cleanse document of mistakes.
• Suggesting and helping to implement creative adjustments.
• Co-Producer of the regional feature horror film Human No More (2020) on site in Keller, Texas, USA.
• Script doctor and boom operator.
• Co-ordinated with director, screenwriter, actors, set decorator/art directors and make-up artists.

• Utilised visual aids, equipment and classroom displays to deliver Induction Training for New Hires (groups of up to 25)
• Providing Site Tours for New Hires.
• Training of New Hires and Cross Trainees on Core and Secondary Processes.
• Delivery of standard content from PowerPoints, illuminating with practical demonstration.
• Looking for opportunities for trainee to demonstrate knowledge, and confirming understanding by asking open questions.
• Coached bottom performing associates, improving Productivity up to 30% by following standard "555" Observation Checklists.
• Providing structured and detailed coaching notes, by following "Observe, Interact, Coach" methodology.
• Registration of training modules to confirm training.
• Attending "Instructor Roundtables" and embracing process updates.
• Insisting on the highest standard of manual handling and Quality, and developing Productivity after Trainees have achieved this foundation.

• Organising priority items to be Picked, before they can be graded for resale, returned to vendor, or if unsellable sent to correct liquidator/auction (Vendor Returns)
• Ensuring group targets were exceeded and business needs met and helping to deliver a record breaking Peak (Outbound).
• Coaching of Associates who contributed negatively to the Problem Solve workload.
• Control of Problem Solve systems to identify and action "Dwelling" (Packed items that haven't been Shipped) and "Aging" (shipments that belong in one container Virtually, and another Physically) customer shipments.
• Communicating via CB radio with PIT drivers to Hot Pick customers orders unable to be processed through Pick systems.
• Monitoring and actioning orders allocated customer deadlines.
• Dealing with canceled customer orders and sidelining shipments that haven't been allocated a Ship Route or Method.
• Use of virtual tools to confirm whether Hazmat products are safe to be processed in this Fulfilment Centre.
• Removal of items from the system, to be sent to Liquidators, Auctions and Charities.