Built In from Day One: Why Training Isn't an Afterthought at Barrett

In the logistics industry, speed is everything. Orders need to move quickly, customers expect accuracy, and warehouses often operate around the clock to keep supply chains moving. With that pace, employee training can sometimes become an afterthought—focused on getting new hires on the floor as quickly as possible rather than preparing them for long-term success.

At Barrett Distribution, the philosophy is different.

Training isn't simply part of onboarding—it's the foundation of the company's culture. From the moment a new employee joins Barrett, they're introduced to a clear vision for growth, continuous improvement, and career development. Rather than preparing employees for just today's job, Barrett invests in helping them build a future within the organization.

"We're a strong advocate of promotion from within, and the only way to achieve that is through a dedicated training and development environment," says Judith Catino, Barrett's Director of Organizational Development, "Promotion-from-within is core to our culture and who we are, and it's introduced and reinforced from Day One of every colleague's New Employee Orientation."

Why Training Matters More Than Ever

The warehousing and logistics industry continues to face one of its biggest workforce challenges: employee retention.

For many warehouse workers, the first week on the job follows a familiar pattern—a safety video, a quick tour of the facility, and then straight to the warehouse floor. While the goal is to get employees productive quickly, compressed onboarding often leaves new hires feeling underprepared.

Industry turnover rates regularly range between 36% and 49% annually, significantly higher than many other industries. Much of that turnover happens during an employee's first few weeks, when inadequate training can lead to frustration, mistakes, and ultimately, resignation.

Companies that invest in learning and development consistently see stronger employee engagement and retention. Barrett's turnover rate is significantly lower than the industry average, a result the company attributes in part to its long-term commitment to employee development.

Training Begins on Day One

Every Barrett employee starts with more than just operational instruction.

New hires are introduced to the company's mission, values, and the principles that guide every department. Regardless of whether someone joins Operations, Customer Experience, IT, or another team, their development is built around shared concepts that shape Barrett's culture.

"From Day One, employees are introduced to Barrett's vision and values," Catino explains. "Every training program that follows is built around the same core concepts: Lean and Continuous Improvement, and One Call Resolution."

By creating a consistent foundation across the organization, employees develop a shared understanding of how Barrett approaches customer service, operational excellence, and problem-solving.

Turning Jobs Into Careers

For Barrett, employee development isn't about checking a box during onboarding. It's about creating opportunities for long-term growth.

The company believes that promoting from within strengthens both the workforce and the business. Employees already understand Barrett's culture, systems, and customer expectations, making transitions into new roles smoother while reducing the learning curve.

"Promoting from within builds trust across teams, reduces training time, and saves money," says Catino. "It shows people that they have a future here, which keeps good employees from leaving—and when people see a coworker move up, it motivates the whole team to work harder."

She adds, "Promotion-from-within takes a job and turns it into a career."

That philosophy is supported through specialized training programs, a dedicated learning management system, and development opportunities designed specifically for Barrett employees.

Learning Doesn't Stop After Orientation

Employee development continues well beyond a new hire's first weeks.

Barrett offers compliance training, department-specific education, and specialized programs that help employees build both technical and leadership skills throughout their careers.

Among those opportunities are the Always Better Champions Program, designed for supervisors and above at remote locations, and the Emerging Leader Program, which prepares high-potential employees for future leadership roles.

Operations employees and Barrett's Centers of Excellence also have access to an English as a Second Language (ESL) program, while the company's Safety team provides OSHA training for leaders, equipment operators, and remote employees to help maintain a safe working environment.

Operational excellence remains another major focus. Barrett's Operations Excellence (OPEX) team supports training across more than 120 operational skills, processes, and standard operating procedures.

Meanwhile, the company's learning management system gives employees access to more than 60,000 courses from over 120 publishers, covering topics that range from leadership and project management to artificial intelligence, cybersecurity, communication, and professional development.

The goal is simple: provide employees with the tools they need not only for their current role, but also for the next step in their careers.

Preparing Employees for Every Customer

No two Barrett customers operate exactly the same way.

From consumer packaged goods and apparel to health and beauty, food and beverage, and ecommerce brands, every client has unique operational requirements. Rather than relying solely on general warehouse training, Barrett prepares employees using customer-specific procedures.

"Employees learn Customer-Specific Standard Operating Procedures," Catino says. "They're prepared for the exact requirements of the account they support—not just warehouse work in general."

This customer-focused approach helps ensure employees understand the unique expectations of each operation, supporting both service quality and operational consistency.

Investing in People to Better Serve Customers

Training isn't just an internal initiative—it directly impacts the customer experience.

Employees who understand warehouse processes, customer requirements, and Barrett's operational standards are better equipped to work accurately, solve problems, and respond to changing business needs. Continuous learning also supports Barrett's culture of Lean thinking and continuous improvement, helping teams identify opportunities to improve efficiency over time.

While many organizations view training as a short-term expense, Barrett sees it as a long-term investment.

As Catino puts it, the company believes in preparing employees not just for the job they have today, but for the career they can build tomorrow.

That investment benefits everyone—from employees looking to grow professionally to customers who rely on Barrett for consistent, high-quality logistics services.